Waters
Annual Report 2022

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ANNUAL REPORT 2022 Waterco pioneers reliable solutions for healthy, safe water environments. This annual report is printed on Ecostar Offset recycled silk paper which comprises 60% recycled paper & FSC®certified pulp. This paper meets ISO 14001 Environmental Accreditation standards. Waterco Limited is pursuing reduction of its carbon footprint and embraces the new technologies which make recycled paper available. Contents | 2022 Company Profile Group Consolidated Financial Highlights Chief Executive Officer’s Review of Operations Board of Directors Statement of Corporate Governance Practices Directors’ Report Auditor’ Independence Declaration Consolidated Financial Report Shareholder Information Corporate Directory 4 6 7 14 16 24 35 37 85 86 1 WATERCO LIMITED | ANNUAL REPORT 2022 Company Profile CANADA Boucherville USA Augusta UK Kent CHINA Guangzhou MALAYSIA Kuala Lumpur SINGAPORE INDONESIA Jakarta AUSTRALIA Sydney, Brisbane, Melbourne, Adelaide, Perth NEW ZEALAND Auckland Waterco pioneers reliable solutions for healthy, safe water environments, which are used in residential, commercial and industrial applications in over 40 countries. Established in 1981, it has since become a global brand recognised for designing and manufacturing filtration and sanitisation innovations for the swimming pool, spa, aquaculture, and water purification sectors. 4 4 Manufacturing Power House Waterco’s research and development team has created an innovative range of award winning products. Waterco delivers high quality products at exceptional value with its efficient manufacturing procedures, advanced fibreglass winding and pioneering plastic moulding. Swimart is a market leading brand in the pool care industry across Australia and New Zealand with over 39 years experience. Swimart is focussed on making pool care easy, with 68 retail stores and 6 mobile franchises across Australia and New its customers a great range, Zealand. Swimart provides service and advice through its highly trained and experienced technicians focussed on their pool care needs through its fleet of over 250 Swimart service vans. Zane Solar Systems consists of a 38-strong dealer network throughout Australia. These highly skilled and trained professionals install solar, heat pump and gas pool heating systems for both domestic and commercial applications using Zane’s Gulfstream and Gulfpanel solar absorber, Electroheat pool heat pumps and Turbotemp gas pool heaters. In certain regions of Malaysia, residents experience water discolouration caused by rust from unlined galvanised pipes. To service this market Waterco has set up a dealer network of 10 Watershoppes selling Waterco’s range of water filters and drinking water purifiers. 5 WATERCO LIMITED | ANNUAL REPORT 2022 Group Consolidated Financial Highlights Financial Year Ended Operating revenue ($ million) Sales revenue ($ million) Earnings Before Interest and Tax (EBIT) ($ million) from continuing operations Earnings Before Interest and Tax (EBIT) ($ million) from discontinued operations EBIT (continuing operations) / Sales Revenue Profit before income tax from continuing operations ($ million) Profit/(loss) before income tax from discontinued operations ($ million) 2022 128.14 123.28 2021 118.38 113.35 2020 98.47 93.58 2019 88.24 89.62 2018 87.83 86.26 15.17 9.40 4.83 5.13 6.73 - - 17.92 (0.71) - 12.3% 8.3% 5.2% 6.0% 7.8% 14.87 9.06 3.90 4.17 5.72 - - 17.92 (0.86) - Net profit after tax ($ million) 11.57 12.70 17.56 2.28 3.95 Total assets ($ million) 157.65 135.40 146.21 116.83 116.59 Equity ($ million) 111.01 100.45 87.26 75.83 74.17 Basic Earnings per share from continuing and discontinued operations Basic Earnings per share from continuing operations Basic Earnings per share from discontinued operations 32.7 cents 35.6 cents 48.8 cents 6.1 cents 10.3 cents 32.7 cents 35.6 cents 8.6 cents 8.4 cents 10.3 cents - - 40.2 cents (2.3 cents) - Dividends per share (Interim and Final) 8.0 cents 7.0 cents 5.0 cents 5.0 cents 5.0 cents Net Tangible Assets per share Year-end share price $3.10 $3.60 $2.78 $2.90 $2.43 $2.55 $2.06 $1.99 $1.61 $2.05 6 6 Chief Executive Officer’s Review Of Operations SOON SINN GOH Chairman/Group CEO REVENUE AND PROFITABILITY The Group reports an increase in Sales, Net Profit Before Tax (NPBT) and Earnings Before Interest and Tax (EBIT) . Sales increased by 9% from $113.35m to $123.28m while NPBT increased by 64% to $14.87m and EBIT increased by 61% to $15.17m. The major reasons for the improvement in sales were forward stock planning resulting in a higher inventory level to cater for expected increase in demand due to continuing industry consolidation and retail consumers using the funds set aside for travel (restricted for a good part of the year because of Covid-19) to make home improvements, upgrades including renovating their existing pools and adding pool heating or installing a new pool. The Australian and New Zealand Division, which accounts for a major portion of the Group’s profitability and sales, registered an increase in EBIT of 93%. Swimart Division met expectations after the franchising of several company operated stores in the previous year resulted in lower operating expenses (in the current year) together with stronger retail sales across the Swimart Franchise Network flowing from the increased home improvement expenditure. DIVISIONAL EBIT PERFORMANCE The breakdown of EBIT contribution by division is as follows: FY22 FY21 DIVISIONAL EBIT ($000) ($000) % Change Australia and New Zealand North America and Europe Asia 7,704 2,559 4,911 3,987 3,855 1,558 Consolidated Reported EBIT 15,174 9,400 +93% -34% +215% +61% 7 WATERCO LIMITED | ANNUAL REPORT 2022 AUSTRALIA AND NEW ZEALAND (ANZ) The Australia and New Zealand (ANZ) Division derives its revenue predominantly from the domestic swimming pool industry. In this market, Waterco offers a wide range of products, including chemicals for swimming pool water treatment. Waterco also owns the Swimart franchise, which features 68 pool stores and 6 mobiles in Australia and New Zealand. The success of these stores is built on more than three decades of experience, during which Waterco has developed an extremely good understanding of the factors that drive consumer demand in the after-market. Franchise partners benefit from a programme that has been developed and improved on in-house since 1983, when the first company-owned pool shop was opened in Sydney. This has since grown into a successful Swimart franchising retail system. Steady market share underpinned the Division’s performance. in the domestic pool sector has The investment in the heat pump division over the last few years has paid off well - The ANZ Division achieved a substantial increase in heat pump sales during the year. This year was a specially challenging year for the ANZ Market with the sourcing of stock and booking shipping lines more problematic than in any previous year due to unprecedented demand and Covid-19 factors. However, some forward planning resulted in both entities having extra stock supplies on hand to meet the expected demand in the current year and for the start of the next season . While Group Stock levels (especially ANZ) went up by 40% or $14m, the resulting double digit sales growth in the current year and expected continuing growth in the new year justify the approach taken. Despite a challenging year in the ANZ Market, Waterco was able to achieve a 15% increase in sales on the previous year. NORTH AMERICA AND EUROPE Waterco North America and Europe comprises the Group’s operations in the USA, Canada and UK. This division recorded a decline in sales of 4.1% on the same period last year. The North America and Europe Division recorded a decrease in EBIT and sales resulting from an inability to supply products on time due to lack of shipping capacity from Waterco Far East (WFE) in Malaysia to the markets in USA and Europe. There were delays in production schedules arising from shortage of raw materials as well as sudden influx of orders that resulted 8 Swimart continues its brand refresh and update of all its stores and mobile assets across Australia and New Zealand. To date, Swimart has completed 32 store exterior brand refresh projects and 150 vehicles rebrands completed across AU & NZ. In addition, we have now transformed 10 store interiors. Electroheat ECO-V inverter swimming pool heat pumps Electroheat ECO-V heat pumps only require energy to operate a compressor and a fan motor, using low amperage in the process. Compared to gas and electric heaters, Electroheat ECO-V inverter pool heat pumps use a fraction of the energy to generate the same amount of heat. For every 1kW of electricity consumed, Electroheat ECO-V can produce up to 8kW of heat. MultiCyclone success in USA Waterco USA has continued to benefit from significant increase in sales of Waterco’s patented MultiCyclone filters. unique centrifugal MultiCyclone’s filtration dramatically reduces filter maintenance and saves water. technology Waterco’s MPD10000 Fibreglass Nozzle Plate Filter Waterco manufactures horizontal nozzle plate filters with up to 10m2 filter area and 1,200mm filter media bed depth – the largest to receive AS/ NZS 4020:2005 Certification from the Australian Water Quality Centre. in delayed delivery ex-factory. Combined with shipping delays, there were significant losses from cancellation of orders in addition to increased landed costs of products that could not be passed on, thus resulted in lower margins. Waterco USA (WUSA): The US market is the largest in the world. Waterco has invested significantly in this market, through start-up operations, as well as a substantial acquisition of Baker Hydro in March 2005. Our operations in Augusta, Georgia, now distribute a wide range of filters and assemble commercial pumps. In June 2020, Waterco USA opened a small branch in Canada (Distribution Waterco Canada or DWC) to service its local customer base. While Waterco USA Augusta Division recorded a decline in sales of 8%, DWC recorded an increase in sales (from a small base) of 42%. Overall, this entity recorded a decline in sales of just 1% during the year under review despite the number of new pool constructions falling during the year. Waterco Europe (WEL): Waterco started operations in the UK in 1999 and subsequently acquired the business of Lacron Ltd in 2003. The renowned “Lacron” name is synonymous with quality filters and, coupled with Waterco’s established progressive manufacturing techniques, this has enabled WEL to bring to the market filters of quality at acceptable prices. Today, both the Lacron and the Waterco brands are well- recognised as quality products in Europe. This recognition continues, even after the manufacturing operations had been transferred to Malaysia and China, because the same high standards have been maintained. Waterco Europe recorded a decline in sales of 7% during the year despite the additional challenges in the European Market (including political uncertainty, Covid-19 pandemic and regional conflict). This was further complicated by the lockdown in Malaysia in the middle of 2021 coupled with the spike in demand for shipping in the region meaning delays in the supply of product to Europe. The business recorded good growth in the second half of the year but is cautious about the outlook for the new financial year as the growth in the number of new pool constructions is expected to fall. This Entity continues to reinforce its interest in commercial filters of high pressure ratings developed for water treatment, in particular, as pre-filtration for seawater desalination. The Group’s ability to manufacture filters of such pressure ratings from composites provides an opportunity to enhance our presence in a market that has traditionally used steel to cope with such pressures. 9 WATERCO LIMITED | ANNUAL REPORT 2022 Waterco’s Malaysian manufacturing facility in Kuala Lumpur Waterco’s high-tech facility takes up 6.3 hectares and has a total work force of 504 staff. The Malaysian facility manufactures an extensive range of fibreglass filters, from 400mm to 3000mm diameter vertical filters and 860mm diameter to 2200mm diameter horizontal filters. ASIA Waterco Far East in Malaysia (WFE): This Entity was born out of Waterco’s familiarity with the South East Asia market. WFE was initially a sales operation designed to service Waterco Australia’s South East Asia customer base. In 1991 WFE added manufacturing operations to its undertakings in Kuala Lumpur, Malaysia. As well as bringing the Group closer to the South East Asia markets, this also gave cost-efficiency in our manufacturing operations. Since then, WFE has become the principal manufacturing facility for the Waterco Group. WFE continues to deliver robust new products to give the Group a strong reputation and competitive edge. for recognised standard ISO9001:2008 certification, the WFE has achieved the quality internationally management of businesses, and demonstrates the existence of an effective and well-designed quality management system, which stands up to the rigours of an independent external audit. A key criterion of this standard is that the management system can provide confidence in creating products that meet expectations and requirements. Local sales in Malaysia recorded an increase in the current year despite the lockdown experienced in the middle of 2021. The sourcing of raw materials and components together with the continuing political uncertainty are significant challenges faced by the business and are also expected to carry through to the new financial year. Increased volume, particularly in labour-intensive large commercial filters , has resulted in an increase in wages, with more overtime worked on top of the extra wages incurred to catch up with manufacturing schedules due to the shortage of foreign labour (that has not returned to normal after the Pandemic restrictions were lifted). The growth in the use of robots (still at a relatively small scale) in the manufacturing process has kept these wage increases to a moderate level. The Entity’s capacity has been increased during the year and this has led to greater efficiencies in the business and an improvement in financial performance. Local sales were higher than expected despite the effect of Covid-19 on the market. Builders in South East Asia cut back on imports from this region due to uncertainties in shipping and the ability to supply product (especially out of China). Combined with improved efficiencies and reduced wastages in WFE, profits were better than expected. Waterco Guangzhou (WGZ): Commenced operations in 2000, delivering advantages of low operational costs and a foothold into the huge China market. The manufacturing of filters primarily for the European and the Australian markets the automation of Waterco Far East in Malaysia has its increased production process over the past two years. With the onset of Covid-19, it has become difficult for the company to secure workers. 10 Commercial swimming pool heat pumps The new generation Electroheat PRO heat pumps are the latest advancement in commercial pool heating. The Electroheat PRO range have been designed to deliver efficient cost effective heating for commercial pools of up to 250,000 litres in size. Oxiswim Dual Sanitisation System OxiSwim Dual sanitisation system combines all of the most practical ways to sanitise pool and spa water and puts them at the fingertips of the pool owner. Oxiswim allows the pool owner to operate their pool either as a: • Freshwater pool: a silky-smooth the bathing experience, minus chlorine irritants • Winter or chlorine pool: operate the pool with no extra sanitisers, reducing off-season costs has been relocated to Malaysia, leaving this entity to focus on the development of commercial heat pumps and to improve marketing of pool equipment to the commercial pool market in China. External sales for the current year were flat despite the impact of the ongoing pandemic issues, continuing construction industry problems, ongoing trade issues and a general slow-down in growth across the country. Waterco International in Singapore (WI): This Entity focuses on sales in Asian countries, other than Malaysia and China, where we have our own trading entities. WI also provides technical assistance to our Indonesian entity and has been able to contribute to the growth of the latter. Performance during the year was steady with a 13% increase in external sales. PRODUCT DEVELOPMENT AND WATER TREATMENT The Group continues to invest in Research and Development to ensure it is an industry pioneer. Product innovation and research and development in the water- treatment subsector are critical to Waterco staying at the forefront of the industry. Waterco considers water- treatment products and systems to be a key revenue driver for the Group. As such, ensuring our intellectual property is protected is of immense value and importance. During the year the Group invested a lot of time and energy into OxiSwim and are now just starting to reap its rewards in terms of securing pool builders for the system and also rolling out its chemistry to the pool industry. Oxiswim, a revolutionary breakthrough in water treatment technology, was recently awarded Master Pool Builders Association (MPBAA) 2022 Australian Product of the Year. The Oxiswim sanitisation system revolutionises and simplifies how a swimming pool or spa is managed and maintained. It is the result of many years of research looking for healthier alternative pool sanitisation to pool chlorination. The array of technology advances and patents will improve Waterco’s position in the servicing of swimming pool markets globally and are expected to improve the appeal of the Swimart franchise network. 11 WATERCO LIMITED | ANNUAL REPORT 2022 DIVIDEND AND OUTLOOK The results (Net Profit After Tax of $11.574m) was 8.8% below last year – Last year’s number of $12.696m included a one off prior period tax credit of $5.031m If we take out the one off prior period tax credit of $5.031m from the FY21 NPAT, the FY21 NPAT would be reduced from $12.696m to $7.665m and the increase for the current year would amount to 51% as shown in the table below: RESTATED NET PROFIT FOR THE YEAR (AFTER TAX) ($000) ($000) FY22 FY21 % change Profit before income tax expense 14,866 9,061 +64% Income tax expense/(benefit) 3,292 (3,635) Net Profit for the year 11,574 12,696 -9% Income Tax Expense/ (Benefit) 3,292 (3,635) Add back:prior period tax credit (one off) - 5,031 Adjusted Income Tax Expense (before tax credit) 3,292 1,396 Restated Profit after tax Profit before income tax expense 14,866 9,061 Adjusted Income Tax Expense (before tax credit) 3,292 1,396 Restated Net Profit for the year (after adjusted income tax expense) 11,574 7,665 +51% 12 The Board will provide a profit guidance at a later stage for the financial year ending 30 June 2023, as more information becomes available (especially around the uncertainty caused by the global Covid-19 pandemic). Waterco declares a final dividend payment of 5 cents per share, payable to shareholders on 15 December 2022. With an interim dividend of 3 cents per share, declared after the announcement of the Half-Year results, this brings the total dividend for the year at 8 cents per share compared to the 7 cents in the previous financial year. 13 WATERCO LIMITED | ANNUAL REPORT 2022 Board of Directors SOON SINN GOH - B COM FCPA Chairman/Group CEO Mr. Goh is the founder of Waterco Limited. He has been a member of the Board since the Company’s incorporation in February 1981. Prior to the inception of Waterco, he was the Managing Director of a company specialising in the construction of water and sewage treatment facilities. His accounting and financial management academic training combined with understanding of the technical aspects of the water treatment industry is an important contributing factor to the success of Waterco. He held no other listed company directorships during the past three financial years. BRYAN GOH - B ECON Executive Director/Chief Operating Officer Mr. Goh was appointed to the Board in June 2010. As the Chief Operating Officer, Mr. Goh has overall responsibility for the business operations in Australia and New Zealand. Mr. Goh was on the board of directors of The Swimming Pool & Spa Association of New South Wales Ltd (from February 2005 to February 2009), a non-profit organisation dedicated to maintaining and improving standards within the industry for the betterment of consumers, pool builders and suppliers. He held no other listed company directorships during the past three financial years. BEN HUNT - PHD (ANU) Non-Executive Director Dr. Hunt was appointed to the Board as a Non-Executive Director in June 1998. He has held academic appointments as the Head of the Graduate School of Business, Associate Dean of the Faculty of Business and Associate Professor of Finance at the University of Technology, Sydney (UTS). He has a doctorate from the Australian National University. Although Dr. Hunt has written extensively on Australian financial markets (he is the co-author of the text Australian Institutions and Markets, 7th Ed.), his knowledge extends to the South East Asian region. He has been a regular presenter of financial seminars in Hong Kong and Singapore for the UK publishing and training company Euromoney. Dr. Hunt is the Chairman of the Remuneration Committee and a member of the Audit Committee. He held no other listed company directorships during the past three financial years. 14 (RICHARD) CHENG FAH LING - B COM CA Non-Executive Director Mr. Ling was appointed to the Board as a Non-Executive Director in May 2009. He holds a Bachelor of Commerce degree from the University of Newcastle, Australia. He is a member of Chartered Accountants Australia and New Zealand and the Malaysian Institute of Accountants. He has experience in total logistics and corporate finance in capital markets. Mr. Ling is currently a Non-Executive Director of Tiong Nam Logistics Holdings Berhad, a public company listed on Bursa Malaysia (Malaysian Stock Exchange). He is a member of the Remuneration and Nomination Committee and Chairman of the Audit Committee of Tiong Nam Logistics Holdings Berhad. Mr. Ling is Chairman of the Audit Committee and a member of the Remuneration Committee of Waterco Limited. He held no other listed company directorships during the past three financial years. JUDY RAPER AM, BE (Hons), PHD, FATSE, FAICD, FIE(Aust), MIET. Non-Executive Director Professor Raper holds a Bachelor of Engineering (Hons) and has a doctorate from The University of New South Wales. She has held several academic and non-academic appointments in Australia, the United States and the UK as the Dean of Engineering at the University of Sydney, Head of Chemical & Biological Engineering at University of Missouri in United States, Division Director of Chemical, Bioengineering, Environmental Engineering and Transport Systems at the National Science Foundation in United States and Deputy Vice-Chancellor (Research & Innovation) at the University of Wollongong. She is currently the Dean and Chief Executive Officer of TEDI- London responsible for the development of a new start-up Engineering Institution. Professor Raper is a Fellow of the Australian Academy of Technology, a fellow of the Australian Institute of Company Directors and an Honorary Fellow of Engineers Australia. Professor Raper is a member of the Remuneration Committee and the Audit Committee of Waterco Limited. She held no other listed company directorships during the past three financial years. 15 WATERCO LIMITED | ANNUAL REPORT 2022 Statement of Corporate Governance Practices This statement explains how Waterco Limited ACN 002 070 733 (Waterco or Company) has complied with the ASX Corporate Governance Council’s Corporate Governance Principles and Recommendations – 4th Edition, published February 2019 (ASX Recommendations), during the financial year ended 30 June 2022 (Reporting Period). All Waterco charter, codes and policy documents referred to in this statement are available in the Corporate Governance section of the Company’s website, www.waterco.com.au This statement has been adopted by the Board as current as of 26 August 2022. PRINCIPLE 1: LAY SOLID FOUNDATIONS FOR MANAGEMENT AND OVERSIGHT RECOMMENDATION WATERCO’S COMPLIANCE WITH ASX RECOMMENDATIONS 1.1 Role of Board and management The Board Charter sets out the roles and responsibilities of the Board. The Board is ultimately responsible for the growth, strategic direction and success of the Company and has set out specific matters reserved for its decision and matters delegated to the management. The Board has disclosed a copy of the Board Charter available in the Corporate Governance section of the Company’s website, www.waterco. com.au 1.2 Information regarding election and re-election of director candidates The Company has in place a policy for nomination and appointment of directors. Before appointing a director, the Company will undertake appropriate checks on a candidate for directorship and will provide all material information in its possession to its shareholders to make a decision on whether or not to elect or re-elect a director. When considering the re-election of an incumbent director or election of a new director, the Board takes into account the following: (a) business experience, particularly in respect of the industries in which the company operates; (b) standing in the community; (c) educational qualifications; (d) checks against the person’s character, criminal record and bankruptcy history; (e) availability and other directorships; (f) the possession of particular skills such as finance, marketing or risk management; (g) whether the appointment or re-appointment will contribute positively to the skill set and diversity of the Board as a whole; and (h) gender diversity policy of the Company. 16 1.3 Written appointment 1.4 Company Secretary 1.5 Diversity In addition to being set out in the Board Charter, the letters of appointment executed with all directors describe the key duties and responsibilities of each member of the Board, and further include the terms of appointment, remuneration, time commitment envisaged, expectations regarding committee work, the requirement to disclose directors’ interests and confidentiality obligations. Mr Soon Sinn Goh has an employment agreement with the Company as the Group CEO. As Mr Goh spends a majority of his time developing and enhancing manufacturing capabilities in Malaysia and sales in various entities other than Australia and New Zealand, he also has a letter of employment with Waterco (Far East) Sdn Bhd setting out his role in Malaysia and a letter of employment with Waterco International Pte Ltd for his role in Singapore. Key Management Personnel have written employment agreements setting out a description of key duties and responsibilities, reporting lines, remuneration and termination rights. The Company Secretary is appointed by and accountable to the Board and has particular responsibility for: (a) advising the board and its committees on governance matters; (b) monitoring whether board and committee policy and procedure are being followed; (c) coordinating timely completion of board and committee papers; (d) ensuring that business conducted at board and committee meetings are accurately recorded in the minutes; and (e) helping to organise the induction and professional development of directors. The Board Charter explicitly reflects this delegation by the Board to the Company Secretary. The Board recognises diversity and equity as strengths and adopted a Diversity & Equity Policy for the Company which includes an express requirement for the Board to set measurable objectives for achieving gender diversity. The Diversity & Equity Policy is available in the Corporate Governance section of the Company’s website, www.waterco.com.au. In accordance with the Diversity & Equity Policy, the Board set objectives for achieving gender diversity across its organisation. The objectives for the Reporting Period were: Measurable objective for the Reporting Period Women on the Board Women in senior executive positions (excluding Board Members) Women employees in the company 20% 0% 25% The Board assessed the progress towards these objectives during the Reporting Period by reviewing the relative proportion of women and men in the Company’s workforce at all levels. As at 30 June 2022, women represented 32.1% of the overall workforce. There were no women in senior executive positions (defined by the company as the Key Management Personnel). At the Board level, there is 1 female director. 17 WATERCO LIMITED | ANNUAL REPORT 2022 1.6 Board reviews The Board is committed to an ongoing internal process of performance evaluation of the Board, its committees and individual directors to ensure the diligent and effective discharge of responsibilities and a consistent improving corporate governance practices. The Board mindset undertakes the performance evaluations by way of evaluation forms. in The Board has undertaken an evaluation on the performance of the Board, its committees and individual directors for the Reporting Period. 1.7 Management reviews is committed to an ongoing The Company internal process of performance evaluation of Key Management Personnel to ensure the diligent and effective discharge of their responsibilities. The Group CEO has undertaken a performance evaluation review of Key Management Personnel for the Reporting Period. PRINCIPLE 2: STRUCTURE THE BOARD TO BE EFFECTIVE AND ADD VALUE RECOMMENDATION WATERCO’S COMPLIANCE WITH ASX RECOMMENDATIONS 2.1 Nominations committee The Company has not established a nomination committee. The ASX Recommendations acknowledge that such committees may not be required for smaller boards. The Board is of the opinion that it is appropriate for a company the size of Waterco for matters that come under the purview of a nomination committee to be undertaken by the Board through the Remuneration Committee. Furthermore, the Board has established processes in place to raise and address issues that would otherwise be considered by a nomination committee. The Board comprises an Executive Chairman who is also the Group CEO, an Executive Director and three Non-Executive Directors. The Board views each of the three Non-Executive Directors as being independent. The Board’s membership is reviewed periodically to ensure that it maintains an appropriate mix of skills, qualifications and experience. In particular, the Board has identified skills and experience in corporate finance, international trade and international business environment, marketing and accounting and technical and industry knowledge in the water treatment and pool industries to be important. The Board composition represents diversity in gender, age, ethnicity and background. At each Annual General Meeting (AGM), one third of the directors (excluding the CEO) and any director appointed to fill a casual vacancy since the previous AGM must retire but may stand for re-election. The Company achieved its preferred Board composition of at least five directors during the Reporting Period, with a majority of Non-Executive (and, where possible, independent) Directors. 18 2.2 Board skills matrix Below is the matrix of skills and attributes that Waterco is aiming to achieve across its Board membership. This matrix was adopted by the Board on 1 July 2020. The Board aims to improve in some areas, such as legal and engineering experience and female representation. General Governance Executive and Non-Executive experience Leadership Strategic thinking Industry experience (local & global) Governance committee experience Risk management experience Knowledge of ethical and fiduciary duties Commitment to environmental protection and sustainability Corporate responsibility, health and safety Stakeholder engagement Technical Diversity Legal Financial Engineering Human resources Regulatory and compliance experience Female Male Different ethnicities and cultures Languages other than English The names of the independent directors in office during the Reporting Period are: (a) Ben Hunt; (b) (Richard) Cheng Fah Ling; and (c) Judy Raper. The Company’s assessment of the materiality of a director’s interest is considered on a case by case basis by the Board. Where an entity associated with a Director provides services to the Company, the Board uses a threshold of $100,000 in fees in a financial year as a guideline. However, the Board does not follow an inflexible set of criteria but considers whether the relationship in question is reasonably likely to interfere with that Director’s independent judgement. Further details of the directors’ skills, experience, expertise and lengths of service are set out in the Board of Directors' section of the Company’s Annual Report. A majority of the Board are independent directors, taking into account the factors relevant to "independence" under the ASX guidelines. The roles of Chairperson and Group CEO are both held by Mr Soon Sinn Goh. The Board believes that Mr Goh brings a vital level of industry experience to the operations of the Company. Also, as the major shareholder of the Company, Mr Goh’s commitment to the success of the Company is unquestionable. Therefore, it is the Board’s opinion that it is appropriate in the Company’s circumstances that the two roles be combined. With the majority of the Directors being independent, and with Independent Directors chairing the Audit and the Remuneration Committees, the Board is also of the opinion that it is not necessary that the office of Chairperson be held by an Independent Director. 19 2.3 Disclose independence and length of service 2.4 Majority of directors independent 2.5 Independent Chair WATERCO LIMITED | ANNUAL REPORT 2022 2.6 Induction and professional development All new directors undergo an induction to familiarise them with the business of the Company, the Company’s internal control and risk management practices and policies and procedures. The Company also seeks to provide appropriate professional development opportunities for directors to develop and maintain the skills and knowledge needed to perform their role as directors effectively. PRINCIPLE 3: INSTIL A CULTURE OF ACTING LAWFULLY, ETHICALLY AND RESPONSIBLY RECOMMENDATION WATERCO’S COMPLIANCE WITH ASX RECOMMENDATIONS 3.1 Statement of Values The Board’s statement of values can be found on the Company’s website, www.waterco.com.au 3.2 Code of conduct The Board has established a Code of Conduct for directors, key management personnel and employees. 3.3 Whistleblower policy The Company encourages employees to speak up about unlawful, unethical or irresponsible behavior within the organisation through the Company’s whistleblower policy which is available in the Corporate Governance section of the Company’s website, www.waterco.com.au 3.4 Antibribery and corruption policy The Company is committed to conducting all dealings lawfully, ethically and in line with the Company’s Statement of Values. The Company’s antibribery and corruption framework enables it to prevent, detect and response to bribery and corruption risks. The policy is available in the Corporate Governance section of the Company’s website, www.waterco. com.au PRINCIPLE 4: SAFEGUARD THE INTEGRITY OF CORPORATE REPORTS RECOMMENDATION WATERCO’S COMPLIANCE WITH ASX RECOMMENDATIONS 4.1 Audit The Audit Committee operates under the Audit Committee Charter. committee The role of the Audit Committee is to assist the Board with its oversight of the integrity of the financial statements, including overseeing the existence and maintenance of internal controls, accounting systems, and the financial reporting process. The Committee also nominates external auditors, reviews existing audit arrangements and co-ordinates external and internal auditing functions. In addition, the Audit Committee examines any other matters referred to it by the Board. Throughout the Reporting Period, the Audit Committee consisted of 3 Independent Non-Executive Directors and was headed by an Independent Chairperson not holding the position of Chairperson of the Board. The members of the Audit Committee during the Reporting Period were: (a) (Richard) Cheng Fah Ling – Chairman; (b) Ben Hunt; and (c) Judy Raper. The number of Audit Committee meetings and details of Committee members’ attendance are included in the Directors’ Report section of the Company’s Annual Report. 20 4.2 CEO and CFO certification of financial statements The Board has received a written statement from its Group CEO and Chief Financial Officer (CFO) which includes a declaration under section 295A of the Corporations Act 2001 (Cth) advising that: (a) in their opinion the Company’s financial reports have been properly maintained and have complied with the appropriate accounting standards and give a true and fair view of the Company’s financial position and performance; and (b) the opinion has been formed on the basis of a system of risk management and internal control adopted by the Board, and that this system is operating efficiently. 4.3 External auditor at AGM The external auditor attends the AGM for the purpose of answering shareholder questions regarding the conduct of the audit and the preparation and content of the audit report. PRINCIPLE 5: MAKE TIMELY AND BALANCED DISCLOSURE RECOMMENDATION WATERCO’S COMPLIANCE WITH ASX RECOMMENDATIONS 5.1 Disclosure and Communications Policy The Company’s Continuous Disclosure Policy sets out the rules and responsibilities for Waterco’s officers and employees to ensure compliance with ASX Listing Rules and promote factual and timely disclosure of all material matters concerning the Company. 5.2 Board to receive information on announcements To ensure that the Board has timely visibility of the nature and quality of the information being disclosed to the market and the frequency of such disclosures, the Board receives copies of all material market announcements promptly after they have been made. 5.3 Investor presentations Should the Company give a new and substantive investor or analyst presentation, it will release a copy of the presentation materials on the ASX Market Announcements Platform ahead of the presentation. 21 WATERCO LIMITED | ANNUAL REPORT 2022 PRINCIPLE 6: RESPECT THE RIGHTS OF SECURITY HOLDERS RECOMMENDATION WATERCO’S COMPLIANCE WITH ASX RECOMMENDATIONS 6.1 Information on website Waterco keeps investors informed by publishing information on the Company’s website. All disclosures made to the ASX and all information provided to analysts or the media during briefings are promptly posted on the Company’s website after they have been released to the ASX. 6.2 Investor relations programs The Company’s Shareholder Communication Policy details the mechanisms put in place to ensure that the rights of shareholders are respected and to facilitate the effective exercise of those rights. The Shareholder Communication Policy contains information on persons whom shareholders can contact in relation to procedures at shareholders meetings, matters being considered at shareholders meetings and other issues. It also indicates the predominant sources for investors to engage with the Company at general meetings of the Company. 6.3 Facilitate participation at meetings of security holders Shareholders who are unable to attend any of the Company’s meetings are encouraged to vote on the proposed motions by appointing a proxy. Proxy forms are included with meeting notices which also provides details on how proxy forms should be completed and submitted. 6.4 Substantive resolutions The Company ensures that all substantive resolutions at the shareholders’ meeting are decided on a poll rather than by a show of hands. 6.5 Facilitate electronic communications The Company recognises the benefits of the use of electronic communications. Shareholders have the option of selecting to receive the following information electronically from the share registry: dividend statements; annual reports; notices of meetings and proxy forms and the ability to vote online; and other general company communications. With this in place, shareholders can log into their account to make changes to their communication preferences. The share registry can also be contacted via email or telephone. Contact details can be found on the Company’s website. PRINCIPLE 7: RECOGNISE AND MANAGE RISK RECOMMENDATION WATERCO’S COMPLIANCE WITH ASX RECOMMENDATIONS 7.1 Risk committee The Company has not established a Risk Committee. The functions of the Risk Committee are performed by the Audit Committee who reports to the Board on the effectiveness of the risk management and internal control processes of the Company regularly by circulation of Minutes of Meetings to the directors and through other means of formal and informal reporting. Further details regarding the Audit Committee, its membership and the number of meetings held during the Reporting Period are set out in response to Recommendation 4.1. 7.2 Annual risk review The Board reviews the risk management framework of the Company periodically as and when necessary to meet the operational requirements of the Company and changes in the law through the Audit Committee. The Board has performed the review for the Reporting Period. 22 7.3 Internal audit The Company reviews and continually improves the effectiveness of its risk management and internal control processes. Further details regarding audit functions are set out in response to Recommendation 4.1. 7.4 Sustainability risks The Board considers that the Company is not materially exposed to economic, environmental and social sustainability risks. PRINCIPLE 8: REMUNERATE FAIRLY AND RESPONSIBLY RECOMMENDATION WATERCO’S COMPLIANCE WITH ASX RECOMMENDATIONS 8.1 Remuneration committee 8.2 Disclosure of Executive and Non-Executive Director remuneration policy The Remuneration Committee is responsible for making recommendations to the Board on remuneration packages and policies for the Executive Directors and the Key Management Personnel. The Remuneration Committee Charter is published on the Company’s website. During the Reporting Period, the Remuneration Committee consisted of three independent Non-Executive Directors and was headed by an independent Chairperson not holding the position of Chairperson of the Board. The members of the Remuneration Committee during the year were: (a) Ben Hunt - Chairman; (b) (Richard) Cheng Fah Ling; and (c) Judy Raper. The number of Remuneration Committee meetings and details of Committee members’ attendance during the Reporting Period are set out in the Directors’ Report section of the Company's Annual Report. Remuneration packages for Executive Directors are set so as to include an appropriate balance of fixed remuneration and performance-based remuneration. Remuneration of the Company’s Non-Executive Directors operates on different principles to the remuneration of Executive Directors. Non- Executive Directors receive fixed fees and do not participate in schemes designed for the remuneration of Executive Directors. Non-Executive Directors do not receive options or bonus payments or retirement benefits other than statutory superannuation. The Remuneration Report at the Directors’ Report section of the Annual Report sets out: (a) information about the Remuneration Policy developed by the Remuneration Committee and adopted by the Board; and (b) details of remuneration of the directors (executive and non-executive) and Key Management Personnel. 8.3 Policy on hedging equity incentive schemes During the Reporting Period, the Company issued 350,000 performance options (Options) to three executives (holders) under the Company’s long term incentive plan. The Options will vest in 3 tranches over three years, subject to satisfaction of certain vesting conditions. Once vested, each Option entitles the holder to receive one fully paid ordinary share in Waterco. The Options are not transferable (except with the approval of the Board) or sold, assigned or otherwise disposed of or encumbered by the holders. The holders are not permitted to enter into transactions which limit the economic risk of participating in long term incentive plan. 23 WATERCO LIMITED | ANNUAL REPORT 2022 Directors' Report Your directors present their report on the Company and its controlled entities for the financial year ended 30 June 2022. Directors The names of directors in office during and since the end of the financial year are: • Soon Sinn Goh • Bryan Goh • Ben Hunt • (Richard) Cheng Fah Ling • Judy Raper All directors have been in office since the start of the financial year. For details of the directors’ qualifications and experience, refer to the section titled “Board of Directors” which is to be read as part of this report. Company Secretaries The following persons held the position of Joint Company Secretary throughout the financial year: • Gerard Doumit FCPA JP Mr Doumit was appointed Company Secretary on 22 July 1991. He has been employed by Waterco since January 1987 as an Accountant and is currently Chief Financial Officer (CFO) and Company Secretary. He holds a Bachelor of Economics (Accounting) from Macquarie University. • Sin Wei Yong Mr Yong was appointed Company Secretary on 1 July 2020. He is an admitted solicitor and holds a Bachelor of Laws (Hons) from Northumbria University, United Kingdom. He joined the Company in 2014 as a Legal Officer. He has extensive experience in corporate governance and has more than 15 years’ experience in legal and regulatory compliance in a financial services group prior to joining the Company. Principal Activities The principal activities of the consolidated Group during the financial year were: • wholesale, export and manufacture of equipment and accessories in the swimming pool, spa pool, spa bath, rural pump and water treatment industries; • manufacture and sale of solar heating systems for swimming pools and pre-heat industrial solar systems; • franchise of retail outlets for swimming pool equipment and accessories; and • formulating, packing and distribution of swimming pool chemicals to independent pool stores and stores in its Swimart franchise network. There were no significant changes in the nature of the consolidated Group’s principal activities during the financial year. 24 Consolidated Results The consolidated profit of the group after providing for income tax and eliminating non-controlling interests amounted to $11.641 million. Dividends Dividends paid or declared for payment are as follows: • Final ordinary dividend of 4 cents per share paid on 15 December 2021 as recommended in last year’s report - $1.426 million • Interim dividend of 3 cents per share paid on 15 June 2022 as declared in the half yearly report - $1.065million • Final ordinary dividend of 5 cents per share declared by the directors to be paid on 15 December 2022 - $1.775 million. All dividends paid or declared since the end of the previous financial year were fully franked. Review of Operations A review of operations of the Consolidated Group during the financial year and of the results of those operations together with likely developments in the operations of the consolidated Group and the expected results of those operations are set out in the Chief Executive Officer’s Review of Operations. Financial Position The net assets of the Consolidated Group have increased by $10.56 million from $100.45 million in June 2021 to $111.01 million in June 2022. The change has largely resulted from: • Upward movement in profits (less dividends paid) of $9.16 million; • Net increase in the asset revaluation reserve of group companies of $0.68 million; • Net decrease in non-controlling Interests of $0.07 million; • Foreign currency translation gain of $1.53 million; • Net decrease in share capital of $0.74 million from the Waterco Share Buy-Back. The Group’s working capital being current assets less current liabilities increased from $39.76 million in 2021 to $49.92 million in 2022. The Directors believe that the Group is in a strong and stable financial position. Significant Changes in State of Affairs The Directors are not aware of any significant changes in the state of affairs of the Consolidated Group that occurred during the financial year which have not been covered elsewhere in this report. 25 WATERCO LIMITED | ANNUAL REPORT 2022 After Balance Date Events COVID-19 The consequences of the Coronavirus (COVID-19) pandemic are continuing to be felt around the world, and its impact on the Group, if any, has been reflected in the results to date. Whilst control measures and related government policies, including the roll out of the vaccine and boosters, have started to mitigate the risks caused by COVID-19, it is not possible at this time to state that the pandemic will not subsequently impact the Group's operations going forward. The Group now has experience in the swift implementation of business continuation processes should future lockdowns of the population occur, and these processes continue to evolve to minimise any operational disruption. Management continues to monitor the situation both locally and internationally. Final Dividend Since the end of the reporting period, the Board resolved to pay a final dividend of 5 cents per share fully franked. Future Developments, Prospects and Business Strategies Information as to future developments, prospects and business strategies in the operations of the Consolidated Group are included in the Chief Executive Officer’s Review of Operations. Other possible developments have not been included in this report as such inclusions would, in the opinion of the Directors, prejudice the interests of the Consolidated Group. Environmental Issues The Consolidated Group’s operations are subject to some environmental regulations, particularly with regard to the storage of chemicals and waste management. The Consolidated Group has adequate systems in place for the management of its environmental requirements. The Directors are not aware of any breaches of the environmental regulations during the financial year. Directors’ Shareholdings Details of the Directors’ shareholdings are contained in the Key Management Personnel Shareholding table on page 32. Meetings of Directors During the financial year, 12 meetings of directors (including Audit and Remuneration Committees) were held. Attendances are set out below: Director Directors’ Meeting Audit Committee Meeting Remuneration Committee Meeting Number Eligible To Attend Number Attended Number Eligible To Attend Number Attended Number Eligible To Attend Number Attended Soon Sinn Goh Bryan Goh Ben Hunt (Richard) Ling Judy Raper 5 5 5 5 5 5 5 5 5 5 - - 5 5 5 - - 5 5 5 - - 2 2 2 - - 2 2 2 Shares under option Unissued ordinary shares in Waterco Limited under option at the date of this report are as follows: Grant date Expiry date Exercise price Number under option 23 August 2021 23 August 2031 $3.15 350,000 There have been no shares issued on exercise of options during the year ended 30 June 2022. 26 Indemnifying Officers or Auditor During and since the financial year, the Company has paid premiums to insure all directors and officers against liabilities for costs and expenses incurred by them in defending any legal proceedings arising out of their conduct while acting in the capacity as director or officer of the Company, other than conduct involving a wilful breach of duty in relation to the Company. In accordance with common commercial practice, the insurance policy prohibits disclosure of the nature of the liability insured against and the amount of the premium. The Company has not otherwise, during or since the financial year, indemnified or agreed to indemnify an officer or auditor of the Company or any related body corporate against a liability incurred by such an officer or auditor. Directors’ Benefits No director has received or become entitled to receive, during or since the financial year, a benefit arising from a contract made by the parent entity, or a related body corporate with a director, a firm of which a director is a member or a director or an entity in which a director has a substantial financial interest other than: i. Sales made by a controlled entity to Asiapools (M) Sdn Bhd of which Mr Soon Sinn Goh is a director and shareholder. ii. Payments made for rental of warehouses, offices and a pool shop to Mint Holdings Pty Ltd of which Mr Soon Sinn Goh is a director and shareholder. iii. Rent charged to Mint Holdings Pty Ltd for office space in Rydalmere, NSW. This statement excludes a benefit included in the aggregate amount of emoluments received or due and receivable by directors and shown in the Company’s accounts or the fixed salary of a full-time employee of the parent entity, controlled entity or related body corporate. Proceedings on Behalf of Company No person has applied for leave of Court to bring proceedings on behalf of the Company or intervene in any proceedings to which the Company is a party for the purpose of taking responsibility on behalf of the Company for all or any part of those proceedings. The Company was not a party to any such proceedings during the year. Non-Audit Services The Board of Directors, in accordance with advice from the Audit Committee, is satisfied that the provision of non-audit services during the year is compatible with the general standard of independence for auditors imposed by the Corporations Act 2001. The directors are satisfied that the services disclosed below did not compromise the external auditor’s independence for the following reasons: • all non-audit services are reviewed and approved by the Audit Committee prior to commencement to ensure they do not adversely affect the integrity and objectivity of the auditor; and • the nature of the services provided do not compromise the general principles relating to auditor independence in accordance with APES 110: Code of Ethics for Professional Accountants set by the Accounting Professional and Ethical Standards Board. Officers of the company who are former partners of RSM Australia There are no officers of the company who are former partners of RSM Australia. Auditor’s Independence Declaration The lead auditor’s independence declaration for the year ended 30 June 2022 has been received and is included in the directors’ report. Auditor RSM Australia continues in office in accordance with section 327 of the Corporations Act 2001. 27 WATERCO LIMITED | ANNUAL REPORT 2022 ASIC Corporations (rounding in Financial/Directors Reports) Instruments 2016/191 The amounts in the financial reports and directors’ report have been rounded to the nearest thousand dollars in accordance with ASIC Corporations Instruments 2016/191. Remuneration Report Introduction This report provides remuneration policy and payment details applying in the financial year for persons who were members of Key Management Personnel of the Company. 2022 Remuneration Policy The Remuneration Committee governs the Company’s Remuneration Policy. The Committee comprises Independent Non-Executive Directors. It has the following objectives: • attract, retain and motivate management of the appropriate calibre to further the success of the business; • align management reward with shareholder value; • ensure that total remuneration is reasonable and comparable with market standards; • ensure that remuneration should realistically reflect the responsibilities of the executives; • ensure that incentive schemes reward superior company performance and be clearly linked to appropriate performance benchmarks based on improved company performance; and • ensure that the remuneration costs are disclosed in accordance with the requirements of law and relevant accounting standards. The remuneration structure for Key Management Personnel of the Waterco Group comprises: • Fixed remuneration. This consists of base salary and the full costs of other benefits; and • Incentives. The level varies with performance. It consists of an annual incentive plan. The Remuneration Committee reviews market data and the performance of the Group CEO. The Committee then recommends the fixed remuneration and annual incentive payment of the Group CEO for approval by the Board. The Group CEO recommends Key Management Personnel’s fixed remuneration and annual incentive payments to the Remuneration Committee. Fixed remuneration for Key Management Personnel is reviewed annually and determined by reference to appropriate benchmark information of comparable companies, taking into account their responsibility, performance, qualifications, experience and potential. Adjustments are made only if there is the prospect of fixed remuneration levels falling behind market levels. The remuneration of Non-Executive Directors is fixed and does not change according to the performance of the company. They do not participate in any incentive plans available to managers. Non-Executive Directors are paid fees based on the nature of their work and their responsibilities. The Company makes superannuation guarantee (SG) payments, in addition to those fees. The level and structure of fees is based upon the need for the Company to be able to attract and retain Non-Executive Directors of an appropriate calibre, the demands of the role and prevailing market conditions. The maximum aggregate amount of fees that can be paid to Non-Executive Directors is $300,000. This was approved by shareholders at the Annual General Meeting held on 26 October 2018. There has been an increase of 5% in the Non-Executive Director fees for the 2022/2023 financial year. The total fees are now at an aggregate of $204,039 plus Superannuation Guarantee Charge. The Remuneration Committee seeks independent external advice when required. 28 Performance–based Remuneration Policy, and its Relationship with Company Performance Incentive Plan There is an annual incentive plan in place for all Key Management Personnel. This is a payment that varies with performance measured over a twelve-month period. There have been no changes in performance-based remuneration policy compared with the prior reporting period. Maximum payments are capped. In the case of the Group CEO, the Remuneration Committee sets the performance requirements; in the case of other Key Management Personnel, the Group CEO recommends performance requirements for consideration by the Remuneration Committee. The annual incentive performance criteria relate to the employee’s responsibilities. If requirements are achieved, there will be an improvement in shareholder value. The key performance requirement for an incentive payment is Earnings Before Interest and Tax (EBIT). This provides a clear alignment between the interests of shareholders and the level of reward for eligible employees. Performance criteria are tabulated below Key Management Personnel with annual incentives Summary of Performance Condition FY 22 Why Chosen Soon Sinn Goh – Group CEO Earnings Before Interest and Tax (EBIT) for the Waterco Group. Encourage Group CEO to improve the performance levels of the Group as a whole and thereby increase shareholder wealth. Key Management Personnel Earnings Before Interest and Tax (EBIT) for the Waterco Group. The performance of Key Management Personnel can have a Group impact, so targets are based on Group performance. The satisfaction of the performance conditions of the annual incentive is based on a review of the audited financial statements of the Group. If the Group’s performance, as a whole does not reach the relevant target levels, then no annual incentive payments are made. In the year ending 30 June 2022, the Key Management Personnel have achieved their performance targets (Target Level) based on normal operations. The payment of this incentive is subject to Board Approval, and if approved, will be paid in December 2022. Waterco Limited Group Employee Share Option Plan This plan was approved by the Board on 24 June 2021 On 23 August 2021, the CFO was issued 100,000 options at an exercise price of $3.15 per share (being the Volume Weighted Average Price (VWAP) of Waterco Shares for the 5 days preceding date of issue) under this plan. The Options will vest in 3 tranches in accordance with the Exercise Periods set out below provided the Vesting Condition for each year has been met and the CFO remains employed by the company at the beginning of the Exercise Period. 29 WATERCO LIMITED | ANNUAL REPORT 2022 Details of the Issue are as follows Tranche No No of Options Vesting Date Vesting Condition – Group EBIT Exercise Price Expiry Date 1 2 3 33,000 23 August 2022 $10,338,853 33,000 23 August 2023 $11,278,748 34,000 23 August 2024 $12,218,644 $3.15 $3.15 $3.15 23 August 2031 23 August 2031 23 August 2031 The CFO has met the Vesting Condition for Tranche 1 as the EBIT for the financial year ending 30 June 2022 has exceed $10,338,853.The CFO may exercise the options for Tranche 1 in whole or in part anytime, from now until 23 August 2031. The value of all three tranches over the 10 year period amount to $38,230 ($3,823 per year) . No other options or share-based payments were granted in the 2022 financial year. The following table shows the Sales Revenue, Earnings Before Interest and Tax (EBIT), Net Profit Before Tax (NPBT), Net Profit After Tax (NPAT), Earnings Per Share (EPS), dividends and year-end share price in the financial year just ended and the previous four financial years for the consolidated Group. Year ended June 22 June 21 June 20 June 19 June 18 Sales revenue ($million) from continuing and discontinued operations Earnings Before Interest and Tax (EBIT) ($million) from continuing and discontinued operations NPBT ($million) from continuing and discontinued operations EPS (cents) from continuing and discontinued operations Dividends per share paid (cents) Year end share price ($) NPAT ($million) continuing operations NPAT ($million) discontinued operations 123.29 113.35 93.58 89.62 86.26 15.17 9.40 22.75 4.42 6.73 14.87 9.06 21.83 3.31 5.72 32.7 35.6 48.8 6.1 10.3 7.0 3.60 11.57 - 6.0 2.90 12.70 5.0 2.55 3.01 5.0 1.61 3.14 5.0 2.05 3.95 - 14.54 (0.86) - Please see commentary on performance on page 25. 30 Employment Details of Key Management Personnel The following table provides employment details for the financial year for Key Management Personnel. The table also illustrates the proportion of remuneration that was performance and non-performance based. Position held as at 30 June 2022 and any change during the year Contract details (duration & termination) Key Management Personnel S S Goh Chairman & Group CEO No fixed term; may be terminated on 6 months’ notice by either party B Goh Group Marketing Director - Executive No fixed term; may be terminated on 2 months' notice by either party B Hunt Director - Non-Executive R Ling Director - Non-Executive J Raper Director - Non-Executive No fixed term, but subject to member confirmation every 3 years after AGM when first appointed. No fixed term, but subject to member confirmation every 3 years after AGM when first appointed. No fixed term, but subject to member confirmation every 3 years after AGM when first appointed. G Doumit Chief Financial Officer / Company Secretary No fixed term, may be terminated on 2 months’ notice by either party Proportions of elements of remuneration related to performance Non- salary cash- based incentives % Shares/ Units % Options/ Rights % Proportions of elements of remuneration not related to performance Fixed Salary/ Fees % Total % - - - - - - - - - - - - - - - - - 1 100 100 100 100 100 100 100 100 100 100 99 100 31 WATERCO LIMITED | ANNUAL REPORT 2022 Changes in Directors and Key Management Personnel Subsequent to Year-end There have been no changes in Directors and Key Management Personnel subsequent to year-end. Key Management Personnel Shareholding Number of Shares held by Key Management Personnel 2022 Key Management Personnel Balance 1.7.2021 Received as Remuneration Net Change Other Balance 30.6.2022 Mr S S Goh Mr B Goh Mr B Hunt Mr R Ling Ms J Raper Mr G Doumit 2021 21,721,853 540,121 170,223 - - 71,300 - - - - - - - - - - - - 21,721,853 540,121 170,223 - - 71,300 Key Management Personnel Balance 1.7.2020 Received as Remuneration Net Change Other Balance 30.6.2021 Mr S S Goh Mr B Goh Mr B Hunt Mr R Ling Ms J Raper Mr G Doumit 21,721,853 540,121 170,223 - - 71,300 - - - - - - - - - - - - 21,721,853 540,121 170,223 - - 71,300 32 Remuneration Details The following table provides remuneration details for the 2022 and 2021 financial years for Key Management Personnel. Short-term benefits Post- employment benefits Long-term benefits Long-term benefits Renumeration incl Salary, fees and leave $ Profit share and bonus $ Non- monetary (2) $ Pension and super- annuation $ Key Management Personnel 2022 2021 449,973 35,000 437,488 - 2022 300,000 66,500 283,497 64,774 62,887 64,774 62,887 64,774 62,887 - - - - - - - Soon Sinn Goh 1) Bryan Goh Ben Hunt (Richard) Ling Judy Raper Gerard Doumit 2021 2022 2021 2022 2021 2022 2021 2022 2021 - - - - - - - - - - 16,709 13,028 23,568 21,694 6,477 5,974 6,477 5,974 6,477 5,974 LSL $ 3,959 3,282 13,310 24,160 - - - - - - Share options Total $ - - - - - - - - - - 505,641 453,798 403,378 329,351 71,251 68,861 71,251 68,861 71,251 68,861 215,113 50,000 19,676 27,099 10,748 3,823 326,459 228,846 - 20,424 20,685 7,653 - 277,608 (1) S S Goh’s Remuneration of $505,641 is made up of $196,285 paid/payable by Waterco Ltd, $154,678 paid by Waterco (Far East) Sdn Bhd (a subsidiary) and $154,678 paid by Waterco International Pte Ltd (a subsidiary). (2) Non-monetary benefits are made up of Company vehicle benefits 33 WATERCO LIMITED | ANNUAL REPORT 2022 Securities Received that are not Performance Related No Key Management Personnel are entitled to receive securities which are not performance-based as part of their remuneration package. Cash incentives, Performance-related Bonus and Share-based Payment Maximum cash incentives expressed as a percentage of fixed remuneration and the maximum value that could have been earned in 2021/2022 if stretch performance targets were achieved are tabulated below: Position Maximum possible incentive Maximum possible incentive $ Key Management Personnel Group CEO, Waterco Limited Executive Director / Chief Operating Officer , Waterco Limited Chief Financial Officer / Company Secretary, Waterco Limited 29% 25% 23% $150,000 $100,000 $75,000 The percentage of cash incentives payable (subject to Board Approval) and forfeited for the year to key management personnel. Key Management Personnel Group CEO, Waterco Limited Executive Director / Chief Operating Officer , Waterco Limited Chief Financial Officer / Company Secretary, Waterco Limited Short term incentive in respect of 2022 financial year Payable % Forfeited % 70% 70% 30% 30% 66.67% 33.33% This Report of the Directors, incorporating the Remuneration Report, is signed in accordance with a resolution of the Board of Directors: Soon Sinn Goh Chairman Dated at Sydney this 9 September 2022 34 Auditor’s Independence Declaration 35 WATERCO LIMITED | ANNUAL REPORT 2022 36 Consolidated Financial Report for the year ended 30 June 2022 38 39 40 41 42 81 82 Consolidated Statement of Profit or Loss and Other Comprehensive Income Consolidated Statement of Financial Position Consolidated Statement of Changes in Equity Consolidated Statement of Cash Flows Notes to the Financial Statements Directors’ Declaration Independent Auditor's Report 37 WATERCO LIMITED | ANNUAL REPORT 2022 Consolidated Statement of Profit or Loss and other Comprehensive Income For The Year Ended 30 June 2022 Note No. 2022 $000 2021 $000 Consolidated Group Continuing Operations Revenues Changes in inventories of finished goods and work in progress Raw materials and consumables used Employee benefits expense Depreciation and amortisation expense Impairment expense Finance costs Advertising expense Discounts allowed Outward freight expense Rent expense Research and development Insurance – general Contracted staff expense Warranty expense Commission expense Other expenses Profit before income tax expense Income tax benefit/(expense) Profit for the year Other comprehensive income 3 4 4 4 4 4 4 6 Items that will not be classified subsequently to profit or loss Property revaluation increment (net of tax) Items that maybe reclassified to profit or loss Exchange translation differences Other comprehensive income for the year Total comprehensive income for the year Profit attributable to : Members of the parent entity Non-controlling interest Total comprehensive income for the year Members of the parent entity Non-controlling interest Total comprehensive income for the year Earnings per share Basic earnings per share (cents per share) Diluted earnings per share (cents per share) 31 31 The accompanying notes form part of these financial statements. 38 128,141 118,382 (13,056) (49,597) (24,485) (6,314) (79) (328) (1,952) (473) (2,425) (959) (1,564) (1,348) (430) (487) (391) (9,387) 14,866 (3,292) 11,574 676 1,533 2,209 13,783 11,641 (67) 11,574 13,850 (67) 13,783 32.7 32.7 (2,226) (55,494) (24,263) (6,548) (75) (367) (1,745) (514) (2,256) (1,156) (1,719) (1,225) (257) (683) (450) (10,343) 9,061 3,635 12,696 5,615 (2,585) 3,030 15,726 12,755 (59) 12,696 15,785 (59) 15,726 35.6 35.6 Consolidated Statement of Financial Position As At 30 June 2022 ASSETS Current Assets Cash and cash equivalents Trade and other receivables Inventories Other current assets Total Current Assets Non-Current Assets Property, plant & equipment Right of use assets Intangible assets Deferred tax assets Total Non-Current Assets Total Assets LIABILITIES Current Liabilities Trade and other payables Borrowings Current tax liabilities Short term provisions Total Current Liabilities Non-Current Liabilities Borrowings Deferred tax liabilities Long-term provisions Total Non-Current Liabilities Total Liabilities Net Assets EQUITY Issued capital Reserves Retained earnings Parent interest Non-controlling interest Total Equity Note No. 8 9 10 11 13 14 15 18 16 17 18 19 20 18 21 22 23 24 25 The accompanying notes form part of these financial statements. Consolidated Group 2021 $000 11,694 13,719 34,716 1,022 61,151 58,822 12,883 1,200 1,364 74,269 2022 $000 11,946 17,201 48,688 1,077 78,912 59,986 15,794 1,119 1,842 78,741 157,653 135,420 14,211 8,271 2,547 3,964 28,993 12,614 4,823 213 17,650 46,643 111,010 34,847 20,664 54,992 110,503 507 111,010 11,487 5,054 982 3,868 21,391 9,022 4,347 212 13,581 34,972 100,448 35,590 18,442 45,842 99,874 574 100,448 39 WATERCO LIMITED | ANNUAL REPORT 2022 Consolidated Statement of Changes in Equity For The Year Ended 30 June 2022 Ordinary Shares Retained Earnings Capital Profits Reserve Asset Revaluation Reserve Foreign Currency Translation Reserve Share Options Reserve Non- Controlling Interests Total Consolidated Group Note No. $000 $000 $000 $000 $000 $000 $000 $000 Balance at 30/6/20 35,982 35,233 211 20,153 (4,951) Comprehensive income Profit for the year Other comprehensive income for the year Total comprehensive income for the year Transactions with owners, in their capacity as owners - - - 12,755 - 12,755 and other transfers Cancellation of shares under Waterco Share Buyback Dividends paid 30 (392) - - (2,146) Total transactions with owners and other transfers (392) (2,146) - - - - - - - - 5,615 (2,585) 5,615 (2,585) - - - - - - Balance at 30/6/21 35,590 45,842 211 25,768 (7,536) - - - - - - - - 633 87,261 (59) 12,696 - 3,030 (59) 15,726 - - - (392) (2,146) (2,538) 574 100,449 Comprehensive income Profit/(loss) for the year Other comprehensive Income/(loss) for the year Total comprehensive income for the year Transactions with owners, in their capacity as owners and other transfers - - - 11,641 - 11,641 Cancellation of shares under Waterco Share Buyback Disposal of controlled entities Dividends paid 30 Total transactions with owners and other transfers (743) - - - (2,491) (743) (2,491) - - - - - - - - (67) 11,574 676 1,532 676 1,532 13 13 - 2,221 (67) 13,795 - - - - - - - - - (743) (2,491) (3,234) Balance at 30/6/22 34,847 54,992 211 26,444 (6,004) 13 507 111,010 The accompanying notes form part of these financial statements. 40 Consolidated Statement of Cash Flows For The Year Ended 30 June 2022 Consolidated Group Cash Flows from Operating Activities Receipts from customers Payments to suppliers and employees Interest received Other Income Finance costs Income tax paid Net cash provided by operating activities (note 35) Cash Flows from Investing Activities Dividend received Payment for property, plant & equipment Payment for business Proceeds from sale of business Proceeds from sale of property, plant & equipment Net cash (used in)/provided by investing activities Cash Flows from Financing Activities Proceeds from bank borrowings Repayment of bank borrowings Share buyback Payment of right of use liabilities Payment of lease liabilities Dividends paid Dividends paid-outside interests Net cash (used in) financing activities Net (decrease)/increase in cash held Cash at beginning of the year Effects of exchange rate changes on balance of cash held in foreign currencies Cash and cash equivalents the end of the year (Note 8) The accompanying notes form part of these financial statements. 2022 $000 128,196 (124,663) 20 1,829 (328) (1,730) 3,324 1 (3,501) (520) - 97 (3,923) 4,124 (139) (744) (1,820) (161) (2,491) - (1,231) (1,830) 11,694 2,082 11,946 2021 $000 116,754 (111,516) 29 1,644 (367) (1,311) 5,233 1 (2,795) (1,426) 27,402 105 23,287 - (19,560) (391) (1,737) (236) (2,146) - (24,070) 4,450 8,312 (1,068) 11,694 41 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 1: Statement of Significant Accounting Policies New or amended Accounting Standards and Interpretations adopted These consolidated financial statements and notes represent those of Waterco Limited and controlled entities, (“Group”). The financial statements are presented in Australian dollars, which is Waterco Limited's functional and presentation currency. The directors have the power to amend and reissue the financial statements. Waterco Limited (a for-profit entity) is a listed public company, incorporated and domiciled in Australia. The separate financial statements of the parent entity, Waterco Limited, have not been presented within this financial report as permitted by the Corporations Act 2001. Supplementary information about the parent entity is disclosed in note 2. The financial statements were authorised for issue on 9 September 2022. Basis of Preparation The financial statements are general purpose financial statements that have been prepared in accordance with Australian Accounting Standards, Australian Accounting Interpretations, other authoritative the Australian Accounting pronouncements of Standards Board (AASB) and the Corporations Act 2001. Australian Accounting Standards set out accounting policies that the AASB has concluded would result in financial statements containing relevant and reliable information about transactions, events and conditions. Compliance with Australian Accounting Standards ensures that the financial statements and notes also comply with International Financial Reporting Standards as issued by the IASB. Material accounting policies adopted in the preparation of these financial statements are presented below and have been consistently applied unless otherwise stated. The financial statements have been prepared under the historical cost convention, except for, where applicable, the revaluation of financial assets and liabilities at fair value through profit or loss, financial assets at fair value through other comprehensive income, investment properties, certain classes of property, plant and equipment and derivative financial instruments. The preparation of the financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the consolidated entity's accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements, are disclosed in note 1. 42 The consolidated entity has adopted all of the new or amended Accounting Standards and Interpretations issued by the Australian Accounting Standards Board ('AASB') that are mandatory for the current reporting period. Any new or amended Accounting Standards or Interpretations that are not yet mandatory have not been early adopted. a. Principles of Consolidation The consolidated financial statements incorporate all of the assets, liabilities and results of the parent (Waterco Limited) and all of the subsidiaries (including any structured entities). Subsidiaries are entities the parent controls. The parent controls an entity when it is exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power over the entity. A list of the subsidiaries is provided in Note 12. All subsidiaries have a 30 June financial year end except for Waterco Indonesia and Guangzhou Ltd, PT Waterco Waterco Vietnam Company Ltd which have a 31 December financial year end. The reason for this is local company regulation. The assets, liabilities and results of all subsidiaries are fully consolidated into the financial statements of the Group from the date on which control is obtained by the Group. The consolidation of a subsidiary is discontinued from the date that transactions, control ceases. balances and unrealised gains or losses on transactions between group entities are fully eliminated Accounting policies of subsidiaries have been changed and adjustments made where necessary to ensure uniformity of the accounting policies adopted by the Group. consolidation. Intercompany on Equity interests in a subsidiary not attributable, directly or indirectly, to the Group are presented as “non-controlling interests”. The Group initially recognises non-controlling interests that are present ownership interests in subsidiaries and are entitled to a proportionate share of the subsidiary’s net assets on liquidation at either fair value or at the non-controlling interests’ proportionate share of the subsidiary’s net assets. Subsequent to initial recognition, non-controlling interests are attributed their share of profit or loss and each component of other comprehensive income. Non-controlling interests are shown separately within the equity section of the statement of financial position and statement of comprehensive income. Notes To The Financial Statements For The Year Ended 30 June 2022 Note 1: Statement of Significant Accounting Policies (continued) techniques maximise, to the extent possible, the use of observable market data. Business combinations Business combinations occur where an acquirer obtains control over one or more businesses. A business combination is accounted for by applying the acquisition method, unless it is a combination involving entities or businesses under common control. The business combination will be accounted for from the date that control is attained, whereby the fair value of the identifiable assets acquired and liabilities (including contingent liabilities) assumed is recognised (subject to certain limited exemptions). included. Subsequent to When measuring the consideration transferred in the business combination, any asset or liability resulting from a contingent consideration arrangement is initial recognition, also contingent consideration classified as equity is its subsequent settlement not remeasured and is accounted for within equity. Contingent consideration classified as an asset or liability is remeasured each reporting period to fair value, recognising any change to fair value in profit or loss, unless the change in value can be identified as existing at acquisition date. All transaction costs in relation to the business combination are expensed to the statement of comprehensive income. incurred The acquisition of a business may result in the recognition of goodwill or a gain from a bargain purchase. Operating segments Operating segments are presented using the 'management approach', where the information presented is on the same basis as the internal reports provided to the Chief Operating Decision Makers ('CODM'). The CODM is responsible for the allocation of resources to operating segments and assessing their performance. b. Fair Value of Assets and Liabilities The Group measures some of its assets and liabilities at fair value on either a recurring or non- recurring basis, depending on the requirements of the applicable Accounting Standard. Fair value is the price the Group would receive to sell an asset or would have to pay to transfer a liability in an orderly (ie unforced) transaction between independent, knowledgeable and willing market participants at the measurement date. As fair value is a market-based measure, the closest equivalent observable market pricing information is used to determine fair value. Adjustments to market values may be made having regard to the characteristics of the specific asset or liability. The fair values of assets and liabilities that are not traded in an active market are determined using one or more valuation techniques. These valuation To the extent possible, market information is extracted from either the principal market for the asset or liability (ie the market with the greatest volume and level of activity for the asset or liability) or, in the absence of such a market, the most advantageous market available to the entity at the end of the reporting period (ie the market that maximises the receipts from the sale of the asset or minimises the payments made to transfer the liability, after taking into account transaction costs and transport costs). the non-financial For value assets, measurement also takes into account a market participant’s ability to use the asset in its highest and best use or to sell it to another market participant that would use the asset in its highest and best use. fair The fair value of liabilities and the entity’s own equity instruments (excluding those related to share-based payment arrangements) may be valued, where there is no observable market price in relation to the transfer of such financial instrument, by reference to observable market information where such instruments are held as assets. Where this information is not available, other valuation techniques are adopted and, where significant, are detailed in the respective note to the financial statements. c. Lease liabilities A lease liability is recognised at the commence- ment date of a lease. The lease liability is initially recognised at the present value of the lease payments to be made over the term of the lease, discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, the consolidated entity's incremental borrowing rate. Lease payments comprise of fixed payments less any incentives receivable, variable lease payments that depend on an index or a rate, amounts expected to be paid under residual value guarantees, exercise price of a purchase option when the exercise of the option is reasonably certain to occur, and any anticipated termination penalties. The variable lease payments that do not depend on an index or a rate are expensed in the period in which they are incurred. lease Lease liabilities are measured at amortised cost using the effective interest method. The carrying amounts are remeasured if there is a change in the following: future lease payments arising from a change in an index or a rate used; residual guarantee; lease term; certainty of a purchase option and termination penalties. When a lease liability is remeasured, an adjustment is made to the corresponding right-of-use asset, or to profit or loss if the carrying amount of the right-of-use asset is fully written down. 43 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 1: Statement of Significant Accounting Policies (continued) d. Inventories Inventories are measured at the lower of cost and net realisable value. Cost is determined on a standard cost basis. The cost of manufactured products includes direct materials, direct labour and an appropriate portion of variable and fixed overheads. Overheads are applied on the basis of normal operating capacity. Net realisable value is determined as the estimated selling price less costs to sell. e. Income Tax The income tax expense/(income) for the year comprises current income tax expense/(income) and deferred tax expense/(income). Current income tax expense charged to profit or loss is the tax payable on taxable income. Current tax liabilities/(assets) are measured at the amounts expected to be paid to/(recovered from) the relevant taxation authority. Deferred income tax expense reflects movements in deferred tax asset and deferred tax liability balances during the year as well unused tax losses. Current and deferred income tax expense/ (income) is charged or credited outside profit or loss when the tax relates to items that are recognised outside profit or loss. Except for business combinations, no deferred initial recognised income recognition of an asset or liability, where there is no effect on accounting or taxable profit or loss. from the tax is Deferred tax assets and liabilities are calculated at the tax rates that are expected to apply to the period when the asset is realised or the liability is settled and their measurement also reflects the manner in which management expects to recover or settle the carrying amount of the related asset or liability. Deferred relating tax assets temporary differences and unused tax losses are recognised only to the extent that it is probable that future taxable profit will be available against which the benefits of the deferred tax asset can be utilised. to Where temporary differences exist in relation to investments in subsidiaries, branches, associates, joint ventures, deferred tax assets and and liabilities are not recognised where the timing of the reversal of the temporary difference can be controlled and it is not probable that the reversal will occur in the foreseeable future. 44 Current tax assets and liabilities are offset where a legally enforceable right of set-off exists and it is intended that net settlement or simultaneous realisation and settlement of the respective asset and liability will occur. Deferred tax assets and liabilities are offset where: (a) a legally enforceable right of set-off exists; and (b) the deferred tax assets and liabilities relate to income taxes levied by the same taxation authority on either the same taxable entity or different taxable entities where it is intended that net settlement or simultaneous realisation and settlement of the respective asset and liability will occur in future periods in which significant amounts of deferred tax assets or liabilities are expected to be recovered or settled. Waterco Limited and its wholly-owned Australian Subsidiaries have formed a consolidated group for the purposes of the tax consolidation provisions of the Income Tax Assessment Act 1997. Each entity in the group recognises its own current and deferred tax assets and liabilities. Such taxes are measured using the “stand-alone taxpayer” approach to allocation. All of the deferred tax assets and liabilities of the subsidiary members have become part of the deferred assets and liabilities of Waterco Ltd. Each company in the group contributes to the income tax payable in proportion to their contribution to the net profit before tax of the consolidated group. The group notified the ATO on 20 January 2005 that it had formed an income tax consolidated group to apply from 1 July 2003. f. Discontinued operations A discontinued operation is a component of the consolidated entity that has been disposed of or is classified as held for sale and that represents a separate major line of business or geographical area of operations, is part of a single co-ordinated plan to dispose of such a line of business or area of operations, or is a subsidiary acquired exclusively with a view to resale. The results of discontinued operations are presented separately on the face of the statement of profit or loss and other comprehensive income. g. Foreign Currency Transactions and Balances Functional and presentation currency The functional currency of each of the group’s entities is measured using the currency of the primary economic environment in which that entity operates. The consolidated financial statements are presented in Australian dollars which is the parent entity’s functional and presentation currency. Notes To The Financial Statements For The Year Ended 30 June 2022 Note 1: Statement of Significant Accounting Policies (continued) g. Foreign Currency Transactions and Balances Functional and presentation currency Transaction and balances Foreign currency transactions are translated into functional currency using the exchange rates prevailing at the date of the transaction. Foreign currency monetary items are translated at the year-end exchange rate. Non-monetary items measured at historical cost continue to be carried at the exchange rate at the date of the transaction. Non-monetary items measured at fair value are reported at the exchange rate at the date when fair values were determined. Exchange differences arising on the translation of monetary items are recognised in the statement of comprehensive income, except where deferred in equity as a qualifying cash flow or net investment hedge. Exchange differences arising on the translation of non-monetary items are recognised directly in equity to the extent that the gain or loss is directly recognised in equity, otherwise the exchange difference in the statement of comprehensive income is recognised Group companies The financial results and position of foreign operations whose functional currency is different from the group’s presentation currency are translated as follows: • assets and liabilities are translated at year-end exchange rates prevailing at that reporting date; • • income and expenses are translated at average exchange rates for the period; and retained earnings are translated at the exchange rates prevailing at the date of the transaction Exchange differences arising on translation of foreign operations are transferred directly to the Group’s foreign currency translation reserve in the statement of comprehensive income. These differences are recognised in the statement of comprehensive income in the period in which the operation is disposed. h. Employee Benefits Provision for employee benefits, which include long service leave, and annual leave are computed to cover expected benefits at balance date. Employee benefits expected to be settled within one year together with benefits arising from wages and salaries, annual leave and sick leave which will be settled after one year, have been measured at the amounts expected to be paid when the liability is settled plus related on-costs. (see notes 19 and 21) Employee benefits (long service leave) payable later than one year have been measured at the present value of the estimated future cash outflows to be made for those benefits. In determining the liability, consideration is given to employee wage increases and the probability that the employee may satisfy any vesting requirements. Those cash flows are discounted using market yields on national government bonds with terms to maturity that match the expected timing of cash flows attributable to employee benefits. Contributions are made by the consolidated group to an employee superannuation fund and are charged as expenses when incurred. The consolidated group has no legal obligation to cover any shortfall in the funds obligations to provide benefits to employees on retirement. i. Deferred Expenditure Expenditure during the research phase of a project is recognised as an expense when incurred. Development costs are capitalised only when technical feasibility studies identify that the project will deliver future economic benefits and these benefits can be measured reliably. Development costs have a finite life and are amortised on a systematic basis matched to the future economic benefits over the useful life of the project. j. Acquisition of Assets The cost method of accounting has been used for acquisition of all assets (including shares). Cost is defined as the fair value of the assets given up at the date of acquisition plus costs incidental to acquisition. Where goodwill arises, it is brought to account. Goodwill arises on the acquisition of a business. Goodwill is not amortised. Instead, goodwill is tested annually for impairment, or more frequently if events or changes in circumstances indicate that it might be impaired and is carried at cost less accumulated impairment losses. Impairment losses on goodwill are taken to profit or loss and are not subsequently reversed. 45 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 1: Statement of Significant Accounting Policies (continued) k. Property, Plant and Equipment Each class of property, plant and equipment is carried at cost or fair value less, where applicable, any accumulated depreciation. Property Land and buildings are measured on a fair value basis being the amount for which an asset could be exchanged between knowledgeable willing parties in an arm's length transaction. The value of the land and buildings owned by the consolidated group are based on the following independent valuations: Land & Buildings Date of Valuation Amount Rydalmere NSW 30 June 2021 AUD 29,500,000 Malaysia 15 May 2020 USA 4 May 2022 AUD 20,426,227 (MYR 60,000,000) AUD 2,594,937 (USD 1,845,000) revaluation of Increases (net of deferred taxes) in the carrying amount arising on land and buildings are credited to a revaluation surplus in equity. Decreases that offset previous increases of the same asset are charged against fair value reserves directly in equity; all other decreases are charged to the statement of comprehensive income. Any accumulated depreciation at the date of revaluation is eliminated against the gross carrying amount of the asset and the net amount is restated to the revalued amount of the asset. On 4 May 2022, Waterco USA Inc revalued its increase of Augusta Property resulting $US125,000 of the property done on 7 March 2019. The value of the Augusta Property went up from $US1.72m to $US1.845m. in an last valuation from the The above valuation was performed by an independent valuer. Plant and equipment Plant and equipment are measured on the cost basis and therefore carried at cost less accumulated depreciation and any accumulated impairment. In the event the carrying amount of plant and equipment is greater than the estimated recoverable amount, the carrying amount is written down immediately to the estimated recoverable amount and impairment losses are recognised either in profit or loss or as a revaluation decrease if the impairment losses relate to a revalued asset. 46 A formal assessment of recoverable amount is made when impairment indicators are present (refer to Note 1(o) for details of impairment). The carrying amount of plant and equipment is reviewed annually by directors to ensure it is not in excess of the recoverable amount from these assets. The recoverable amount is assessed on the basis of the expected net cash flows that will be received from the asset’s employment and subsequent disposal. The expected net cash flows have been discounted to their present values in determining recoverable amounts. The cost of fixed assets constructed within the consolidated group includes the cost of materials, direct labour, borrowing costs and an appropriate proportion of fixed and variable overheads. Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. All other repairs and maintenance are charged to the statement of comprehensive income during the financial period in which they are incurred. Depreciation The depreciable amount of all fixed assets including building and capitalised leased assets, but excluding freehold land, is depreciated over their useful lives commencing from the time the asset is ready for use. Leasehold improvements are depreciated over the shorter of either the unexpired period of the lease or the estimated useful lives of the improvements. The gain or loss on disposal of all fixed assets is determined as the difference between the carrying amount of the asset at the time of disposal and the proceeds of disposal, and is included in operating profit before income tax of the consolidated group in the year of disposal. Depreciation where applicable has been charged in the accounts so as to write off each asset over the estimated useful life of the asset concerned. Either the diminishing value or straight line is used. method, as considered appropriate, The depreciation rates used for each class of depreciable assets are: Class of Fixed Assets Depreciation Rate Buildings 1.50% - 2.50% Plant and equipment 6.00% - 33.33% Leased plant and equipment 13.00% - 20.00% Notes To The Financial Statements For The Year Ended 30 June 2022 Note 1: Statement of Significant Accounting Policies (continued) k. Property, Plant and Equipment (continued) Depreciation (continued) The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each balance date. An asset’s carrying amount immediately to asset’s carrying amount estimated recoverable amount. its recoverable amount is written down if the its is greater than Gains and losses on disposals are determined by comparing the proceeds with the carrying amount. These gains and losses are included in the statement of comprehensive income. When revalued assets are sold, amounts included in the revaluation reserve relating to that asset are recognised in the profit and loss in the period in which they arise. l. Right-of-use assets A is right-of-use asset recognised at the commencement date of a lease. The right-of- use asset is measured at cost, which comprises the initial amount of the lease liability, adjusted for, as applicable, any lease payments made at or before the commencement date net of any lease incentives received, any initial direct costs incurred, and, except where included in the cost of inventories, an estimate of costs expected to be incurred for dismantling and removing the underlying asset, and restoring the site or asset. Right-of-use assets are depreciated on a straight- line basis over the unexpired period of the lease or the estimated useful life of the asset, whichever is the shorter. Where the consolidated entity expects to obtain ownership of the leased asset at the end of the lease term, the depreciation is over its estimated useful life. Right-of use assets are subject to impairment or adjusted for any re- measurement of lease liabilities. The consolidated entity has elected not to recognise a right-of-use asset and corresponding lease liability for short-term leases with terms of 12 months or less and leases of low-value assets. Lease payments on these assets are expensed to profit or loss as incurred. m. Revenue recognition The consolidated entity recognises revenue as follows: Revenue from contracts with customers Revenue is recognised at an amount that reflects the consideration to which the consolidated entity is expected to be entitled in exchange for the transferring goods or services to a customer. For each contract with a customer, the consolidated entity: identifies the contract with a customer; identifies the performance obligations in the contract; determines transaction price which takes into account estimates of variable consideration and the time value of money; allocates the transaction price to the separate performance obligations on the basis of the relative stand-alone selling price of each distinct good or service to be delivered; and recognises revenue when or as each performance obligation is satisfied in a manner that depicts the transfer to the customer of the goods or services promised. Variable consideration within the transaction price, if any, reflects concessions provided to the customer such as discounts, rebates and refunds, any potential bonuses receivable from the customer and any other contingent events. Such estimates are determined using either the 'expected value' or 'most likely amount' method. The measurement of variable consideration is subject to a constraining principle whereby revenue will only be recognised to the extent that it is highly probable that a significant reversal in the amount of cumulative revenue recognised will not occur. The measurement constraint continues until the uncertainty associated with the variable consideration is subsequently resolved. Amounts received that are subject to the constraining principle are recognised as a refund liability. Revenue from the sale of goods is recognised at the point of delivery as this corresponds to the transfer of significant risks and rewards of ownership of the goods and the cessation of all involvement in those goods. Rent revenue from investment properties is recognised on a straight-line basis over the lease term. Lease incentives granted are recognised as part of the rental revenue. Contingent rentals are recognised as income in the period when earned. Interest revenue is recognised using the effective interest rate method. Dividend revenue is recognised when the right to receive a dividend has been established. Franchise fee income is invoiced and recognised as revenue on a monthly basis. Other revenue is recognised when it is received or when the right to receive payment is established. All revenue is stated net of the amount of goods and services tax (GST). 47 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 1: Statement of Significant Accounting Policies (continued) incurred n. Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of GST, except where the is not recoverable amount of GST from the Australian Taxation Office. In these circumstances, the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the statement of financial position are shown inclusive of GST. Cashflows are presented in the cash flow statement on a gross basis, except for the GST component of investing and financing activities, which are disclosed as operating cash flows. o. Impairment of Assets At the end of each reporting period, the Group assesses whether there is any indication that an asset may be impaired. The assessment will include the consideration of external and internal sources of information including dividends received from subsidiaries, associates or jointly controlled entities deemed to be out of pre-acquisition profits. If such an indication exists, an impairment test is carried out on the asset by comparing the recoverable amount of the asset, being the higher of the asset’s fair value less costs to sell and value in use, to the asset’s carrying amount. Any excess of the asset’s carrying amount over its recoverable amount is recognised immediately in profit or loss, unless the asset is carried at a revalued amount in accordance with another Standard (eg in accordance with the revaluation model in AASB 116). Any impairment loss of a revalued asset is treated as a revaluation decrease in accordance with that other Standard. Where it is not possible to estimate the recoverable amount of an individual asset, the Group estimates the recoverable amount of the cash-generating unit to which the asset belongs. Impairment testing is performed annually for goodwill and intangible assets with indefinite lives. p. Trade and Other Receivables Trade receivables are initially recognised at fair value and subsequently measured at amortised cost using the effective interest method, less any allowance for expected credit losses. Trade receivables are generally due for settlement within 30 days. 48 The consolidated entity has applied the simplified approach to measuring expected credit losses, which uses a lifetime expected loss allowance. To measure the expected credit losses, trade receivables have been grouped based on days overdue. Other receivables are recognised at amortised less any allowance for expected credit cost, losses. q. Trade and Other Payables These amounts represent liabilities for goods and services provided to the consolidated entity prior to the end of the financial year and which are unpaid. Due to their short-term nature, they are measured at amortised cost and are not discounted. The amounts are unsecured and are usually paid within 30 days of recognition. r. Provisions Provisions are recognised when the group has a legal or constructive obligation, as a result of past events, for which it is probable that an outflow of economic benefits will result and that outflow can be reliably measured. s. Cash and Cash Equivalents Cash and cash equivalents include cash on hand, deposits held at call with banks, other short-term highly liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within short-term borrowings in current liabilities in the statement of financial position. t. Borrowings and Borrowing Costs initially recognised Loans and borrowings are at the fair value of the consideration received, net of transaction costs. They are subsequently measured at amortised cost using the effective interest method. Borrowing costs directly attributable to the acquisition, construction or production of assets that necessarily take a substantial period of time to prepare for their intended use or sale, are added to the cost of those assets, until such time as the assets are substantially ready for their intended use or sale. All other borrowing costs are recognised in profit or loss in the period in which they are incurred. Notes To The Financial Statements For The Year Ended 30 June 2022 Note 1: Statement of Significant Accounting Policies (continued) u. Investments and Other Financial Assets Investments and other financial assets are initially measured at fair value. Transaction costs are included as part of the initial measurement, except for financial assets at fair value through profit or loss. Such assets are subsequently measured at either impaired cost or fair value depending on their classification. Classification is determined based on both the business model within which such assets are held and the contractual cash flow characteristics of the financial asset, unless an accounting mismatch is being avoided. Financial assets are derecognised when the rights to receive cash flows have expired or have been transferred and the consolidated entity has transferred substantially all the risks and rewards is no reasonable of ownership. When there expectation of recovering part or all of a financial asset, its carrying value is written off. Financial assets at fair value through profit or loss Financial assets not measured at amortised cost or at fair value through other comprehensive income are classified as financial assets at fair value through profit or loss. Typically, such financial assets will be either: (i) held for trading, where they are acquired for the purpose of selling in the short-term with an intention of making a profit, or a derivative; or (ii) designated as such upon initial recognition where permitted. Fair value movements are recognised in profit or loss. Financial assets at fair value through other comprehensive income Financial assets at fair value through other comprehensive equity include investments which the consolidated entity intends to hold for the foreseeable future and has irrevocably elected to classify them as such upon initial recognition. income recognises a Impairment of financial assets loss The consolidated entity allowance for expected credit losses on financial assets which are either measured at amortised cost or fair value through other comprehensive income. The measurement of the loss allowance the consolidated entity's depends assessment at the end of each reporting period as to whether the financial instrument's credit risk has increased significantly since initial recognition, based on reasonable and supportable information that is available, without undue cost or effort to obtain. upon Where there has not been a significant increase in exposure to credit risk since initial recognition, a 12-month expected credit loss allowance is estimated. This represents a portion of the asset's lifetime expected credit losses that is attributable to a default event that is possible within the next 12 months. Where a financial asset has become credit impaired or where it is determined that credit risk has increased significantly, the loss allowance is based on the asset's lifetime expected credit loss losses. The amount of expected credit recognised is measured on the basis of the probability weighted present value of anticipated cash shortfalls over the life of the instrument discounted at the original effective interest rate. For financial assets measured at fair value through other comprehensive income, the loss allowance is recognised within other comprehensive income. In all other cases, the loss allowance is recognised in profit or loss. v. Current and Non-Current Classifications Assets and liabilities are presented in the statement of financial position based on current and non-current classification. An asset is classified as current when: i. it is either expected to be realised or intended to be sold or consumed in the consolidated entity's normal operating cycle; ii. it is held primarily for the purpose of trading; iii. it is expected to be realised within 12 months after the end of the reporting period; or iv. the asset is cash or cash equivalent unless restricted from being exchanged or used to settle a liability for at least 12 months after the reporting period. All other assets are classified as non-current. A liability is classified as current when: i. it is either expected to be settled in the consolidated entity's normal operating cycle; ii. it is held primarily for the purpose of trading; iii. it is due to be settled within 12 months after the end of the reporting period; or iv. there is no unconditional right to defer the settlement of the liability for at least 12 months after the reporting period. All other liabilities are classified as non-current. 49 WATERCO LIMITED | ANNUAL REPORT 2022 (iii) Impairment-General The Group assesses impairment at the end of each reporting period by evaluating conditions and events specific to the Group that may be indicative of impairment triggers. Recoverable amounts of relevant assets are reassessed using value-in-use calculations which incorporate various key assumptions. y. New Accounting Standards and Interpretations not yet mandatory or early adopted Australian Standards Accounting and Interpretations that have recently been issued or amended but are not yet mandatory, have not been early adopted by the consolidated entity for the annual reporting period ended 30 June 2022. The consolidated entity has not yet assessed the impact of these new or amended Accounting Standards and Interpretations. z. Comparative Figures Where required by Accounting Standards comparative figures have been adjusted to conform with changes in presentation for the current financial year. Notes To The Financial Statements For The Year Ended 30 June 2022 Note 1: Statement of Significant Accounting Policies (continued) w. Rounding of Amounts The amounts in the financial statements and directors’ report have been rounded off to in accordance with ASIC the nearest $1,000 Corporations in Financial/Directors Reports) Instrument 2016/191. (Rounding x. Critical Accounting Estimates and Judgements The directors evaluate estimates and judgements incorporated into the financial report based on historical knowledge and best available current information. Estimates assume a reasonable expectation of future events and are based on current trends and economic data, obtained both externally and within the group. Coronavirus (COVID-19) pandemic Judgement has been exercised in considering the impacts that the Coronavirus (COVID-19) pandemic has had, or may have, on the consolidated entity based on known information. This consideration extends to the nature of the products and services offered, customers, supply chain, staffing and geographic regions in which the consolidated entity operates. Other than as addressed in specific notes, there does not currently appear to be either any significant impact upon the financial statements or any significant uncertainties with respect to events or conditions which may impact the consolidated entity unfavourably as at the reporting date or subsequently as a result of the Coronavirus (COVID-19) pandemic. Key Estimates (i) Inventory Classification Included in inventory are certain inventory items held to service existing products and various components used in the manufacturing process. The nature of these items may require them to be included in inventory for more than one year. Management has evaluated these inventory items and do not consider the carrying value of these items as material. All inventory items have therefore been classified as current. (ii) Inventory Obsolescence Management review inventory reports on a regular basis to determine slow-moving or obsolescence. Appropriate provisions are carried for impairment of slow-moving items. Obsolete items are disposed of as and when identified. 50 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 2: Parent Information The following information has been extracted from the books and records of the parent and has been prepared in accordance with accounting standards STATEMENT OF FINANCIAL POSITION ASSETS Current Assets Non-Current Assets TOTAL ASSETS LIABILITIES Current Liabilities Non-Current Liabilities TOTAL LIABILITIES EQUITY Issued capital Capital profits reserve Asset revaluation reserve Share options reserve Retained earnings TOTAL EQUITY STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME Total profit after tax Total comprehensive income 2022 $000 36,575 78,271 114,846 26,325 10,027 36,352 34,847 180 17,400 13 26,054 78,494 2022 $000 6,793 6,793 2021 $000 27,056 75,234 102,290 15,826 11,542 27,368 35,590 180 17,400 - 21,752 74,922 2021 $000 4,626 4,626 Guarantees At 30 June 2022, Waterco Ltd has provided guarantees up to RM11,150,000 and USD1,000,000 (AUD5,125,032) (2021: RM11,150,000 and USD1,000,000 (AUD4,901,798) to two Malaysian Banks for loans provided to a subsidiary, Waterco (Far East) Sdn Bhd. Contractual Commitments At 30 June 2022, Waterco Ltd has not entered into any contractual commitments for the acquisition of any property, plant and equipment. (2021: $nil). Significant accounting policies The accounting policies of the parent entity are consistent with those of the consolidated entity, as disclosed in note 1, except for the following: • Investments in subsidiaries are accounted for at cost, less any impairment, in the parent entity. • Dividends received from subsidiaries are recognized as other income by the parent entity and its receipt may be an indicator of an impairment of the investment. 51 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 3: Revenue and Other Income Revenue from Continuing Operations Sales revenue • Sale of goods Other revenue • Interest received 3(a) • Dividends received • Rental income • Rent-Other • Other Total Revenue Timing of revenue recognition - Goods transferred at a point in time - Services transferred over time (a) Interest received or receivable from • Other persons Total interest revenue Other Income Net gain on disposal of non-current assets • Property, plant and equipment • Goodwill Consolidated Group 2022 $000 2021 $000 123,285 113,345 20 1 3,006 296 1,533 128,141 123,285 4,856 128,141 20 20 69 - 29 1 3,434 265 1,308 118,382 113,416 4,966 118,382 29 29 3 - 52 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 4: Profit for the Year Profit for the year has been determined after: (a) Expenses: Cost of Sales Finance costs: • Borrowings • Lease liabilities • Finance charges on finance leases Depreciation of non-current assets : • Buildings • Plant & equipment • Capitalised leased assets • Right of use assets Impairment of non-current assets: • Goodwill on acquisition • Goodwill on consolidation Bad and doubtful debts • Trade debtors Rental expense on Operating leases • Minimum lease payments Net loss on disposal of non-current assets • Property, plant and equipment Note 5: Auditors’ Remuneration Remuneration of the auditor of the parent entity for: • Audit or reviewing the financial report Remuneration of other auditors of subsidiaries for: • Auditing or reviewing the financial report of subsidiaries Consolidated Group 2022 $000 2021 $000 62,974 58,087 50 270 8 328 843 784 103 4,584 6,314 54 25 79 103 959 - 225 136 162 191 14 367 683 824 195 4,846 6,548 50 25 75 - 1,156 76 152 150 53 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 6: Income Tax Expense (a) The components of tax expense comprise: • Current tax • Deferred tax • Recoupment of prior year tax losses Income tax attributable to: - Profit from continuing operations (b) The prima facie tax on profit before income tax is to the income tax as follows: Profit before income tax Prima facie tax payable on profit before income tax at 30% (2021: 30%) Add Tax effect of: • Depreciation of buildings • Foreign controlled entities tax losses not tax effected • Unrealised foreign exchange losses • Right of use assets • Non deductible expenses • Under provision for tax in prior period • Other Less Tax effect of: • Research and development • Effects of lower rates in overseas countries • Unrealised foreign exchange gains • Exempt income • Adjustment recognised for prior period • Right of use assets • Reinvestment allowance • Foreign controlled entities tax losses not tax effected • Other Income tax expense/(benefit) attributable to entity Consolidated Group 2022 $000 3,451 (159) - 3,292 2021 $000 1,380 (5,015) - (3,635) 3,292 (3,635) 14,866 4,460 185 - 49 4 10 46 41 148 592 - - - - 482 281 - 3,292 9,061 2,718 235 - 200 38 37 - - 129 651 - 20 5,158 183 357 349 16 (3,635) The applicable weighted average effective tax rates are as follows: 22.1% (40.1)% 54 Notes To The Financial Statements For The Year Ended 30 June 2022 Note7: Key Management Personnel Compensation (a) Key Management Personnel (KMP) Compensation The total remuneration paid to KMP of the company and the Group during the year are as follows: Short-term employee benefits Post-employment benefits Other long term benefits Consolidated Group 2022 $000 1,319 98 32 1,449 2021 $000 1,159 73 35 1,267 Refer to the remuneration report contained in the directors’ report for remuneration paid or payable to each KMP (b) Compensation Practices In constructing, reviewing and determining the remuneration policy for Executive Directors and the senior executive team, the Board and Remuneration Committee have considered a number of factors including: • the importance of attracting, retaining and motivating management of the appropriate calibre to further the success of the business; • linking pay to performance by rewarding effective individual achievement as well as business performance; and • the mix within the package which is designed to align personal reward with enhanced shareholder value over both the short and long-term. The Executive Directors’ and the senior executive team’s package consists of two general components: • fixed remuneration component consisting of base salary which executives may “salary sacrifice” and other benefits; and • variable or “at risk” component consisting of an annual short term incentive plan for executives Remuneration of the company’s Non-Executive Directors is determined by the Board, based on the nature of their work, responsibilities and market comparisons. The maximum aggregate amount of fees that can be paid to Non-Executive Directors is subject to approval by shareholders. 55 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 CURRENT ASSETS Note 8: Cash and cash equivalents Cash at bank and in hand (1) Reconciliation of cash Cash at the end of the year as shown in the statement of cash Cash and cash equivalents (1) Includes $867,262 (2021:$437,452) in advertising levies held by Waterco Ltd in its capacity as the franchisor of the Swimart network and included in other creditors (see note 16). Amounts are held in a separate bank account at year end and are subject to in accordance with the franchise agreement and are available for general use by Waterco Ltd. Note 9: Trade and other receivables Trade receivables Less: allowance for expected credit loss impairment of receivables Other receivables Consolidated Group 2022 $000 11,946 11,946 11,946 16,571 (519) 16,052 1,149 17,201 2021 $000 11,694 11,694 11,694 13,082 (403) 12,679 1,040 13,719 Movements in the allowance of expected credit loss of receivables are as follows: Opening Balance 1.7.2020 $000 Charge for the Year $000 Amounts Written Off $000 Closing Balance 30.6.2021 $000 Consolidated Group Current trade receivables 455 88 (140) 403 Opening Balance 1.7.2021 $000 Charge for the Year $000 Amounts Written Off $000 Closing Balance 30.6.2022 $000 Consolidated Group Current trade receivables 403 219 (103) 519 56 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 9: Trade and other receivables (continued) There are $4,221,000 (2021: $3,009,000) within trade and other receivables that are not impaired and are past due. It is expected these balances will be received in full. Impaired receivables are provided for in full. The following table details the Group’s trade and other receivables exposed to credit risk (prior to collateral and other credit enhancements) with ageing analysis and impairment provided for thereon. Amounts are considered as ‘past due’ when the debt has not been settled, with the terms and conditions agreed between the Group and the customer or counterparty to the transaction. Receivables that are past due are assessed for impairment by ascertaining solvency of the debtors and are provided for where there are specific circumstances indicating that the debt may not be fully repaid to the Group. The balances of receivables that remain within initial trade terms (as detailed in the table) are considered to be of high credit quality. Gross amount Past due and impaired $000 $000 Past due but not impaired (days overdue) < 30 $000 31–60 $000 61–90 $000 > 90 $000 Within initial trade terms $000 Consolidated Group 2021 Trade and term receivables Other receivables Total 2022 Trade and term receivables Other receivables Total 13,082 1,040 14,122 16,571 1,149 17,720 403 1,715 403 1,715 482 482 519 519 1,829 1,317 1,829 1,317 271 271 827 827 541 541 248 248 9,670 1,040 10,710 11,831 1,149 12,980 The Group does not hold any financial assets with terms that have been renegotiated, but which would otherwise be past due or impaired. The consolidated entity has increased its monitoring of debt recovery as there is an increased probability of customers delaying payment or being unable to pay, due to the Coronavirus (COVID-19) pandemic. As a result, the calculation of expected credit losses has been revised as at 30 June 2022 and rates have increased in each category up to 6 months overdue. 57 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 10: Inventories Raw materials and stores at cost Work in progress at cost Finished goods at cost Goods in transit at cost Provision for inventory write-down Note 11: Other current assets Prepayments NON CURRENT ASSETS Note 12: Interests in Subsidiaries Parent Entity Waterco Limited Controlled Entities of Waterco Limited: Swimart Pty Ltd Zane Solar Systems Australia Pty Ltd Swimart Network Pty Ltd Ezera Systems Pty Ltd Waterco USA Inc Waterco Engineering Sdn Bhd Waterco (Far East) Sdn Bhd Watershoppe (M) Sdn Bhd Baker Hydro (Far East) Sdn Bhd Solar-Mate Sdn Bhd Waterco (NZ) Ltd Swimart (NZ) Ltd Waterco (Guangzhou) Ltd Waterco (Europe) Ltd PT Waterco Indonesia Waterco International Pte Ltd Medipool Pte Ltd Waterco France* Guangzhou Waterco Environmental Technology Co Ltd Shanghai Waterco Trading Co Ltd** Waterco Vietnam Company Limited Shanghai Waterco Trading Co Ltd Waterco Vietnam Company Limited Consolidated Group 2022 $000 10,844 3,741 34,759 5,608 (6,264) 48,688 1,077 1,077 2021 $000 9,928 3,236 23,915 3,205 (5,568) 34,716 1,022 1,022 Country of incorporation Carries on business in % owned 2022 2021 Australia Australia - - Australia Australia Australia Australia USA Malaysia Malaysia Malaysia Malaysia Malaysia New Zealand New Zealand China Australia Australia Australia Australia USA Malaysia Malaysia Malaysia Malaysia Malaysia New Zealand New Zealand China 100 100 100 60 100 100 100 100 100 100 100 100 100 United Kingdom United Kingdom 100 51 100 60 - 100 - Vietnam 100 100 Vietnam 100 Indonesia Singapore Singapore France China China Vietnam China Vietnam Indonesia Singapore Singapore France China China China 100 100 100 100 60 100 100 100 100 100 100 100 100 100 100 51 100 60 100 100 100 100 100 * On 30 June 2022, Waterco France operations were closed and the company was deregistered. ** On 1 September 2021, Shanghai Waterco Trading Co Ltd was deregistered. 58 Notes To The Financial Statements For The Year Ended 30 June 2022 Consolidated Group Note 13: Property, plant & equipment Freehold land at independent valuation Freehold buildings at independent valuation Less: accumulated depreciation Plant & equipment at cost Less: accumulated depreciation Leased plant & equipment at cost Less: accumulated depreciation Total written down value Movements in Carrying Amounts 2022 Consolidated Group: Balance at the beginning of year Effects of exchange rate changes Additions Revaluation Disposals Depreciation expense* Carrying amount at the end of year 2022 $000 19,486 32,864 (1,125) 31,739 36,205 (27,614) 8,591 272 (102) 170 59,986 Freehold Land $000 Buildings $000 Plant & Equipment $000 Leased Plant $000 19,138 326 - 22 - - 19,486 31,715 433 110 360 - (879) 31,739 7,629 153 2,749 - (28) (1,912) 8,591 340 - - - (68) (102) 170 *Depreciation expense that is absorbed into the cost of manufactured inventory is $1,025,152 2021 Consolidated Group: Balance at the beginning of year Effects of exchange rate changes Additions Revaluation Disposals Depreciation expense* Carrying amount at the end of year Freehold Land $000 Buildings $000 Plant & Equipment $000 Leased Plant $000 17,850 (682) - 1,970 - - 19,138 26,118 (744) 52 6,984 - (695) 31,715 7,064 (240) 2,744 - (178) (1,761) 7,629 574 - 64 - (103) (195) 340 *Depreciation expense that is absorbed into the cost of manufactured inventory is $883,722 2021 $000 19,138 32,155 (440) 31,715 33,285 (25,656) 7,629 496 (156) 340 58,822 Total $000 58,822 912 2,859 382 (96) (2,893) 59,986 Total $000 51,606 (1,666) 2,860 8,954 (281) (2,651) 58,822 59 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 13: Property, Plant & Equipment (continued) If Land & Buildings were stated at historic cost, amounts would be as follows: Cost Less: Accumulated depreciation Net book value Consolidated Group 2022 $000 2021 $000 25,586 (5,447) 20,139 24,939 (5,160) 19,779 The Group’s land and buildings were revalued as per the disclosures in note 1(k). The directors consider the carrying value of the land and buildings to be a fair reflection of their market value. Note 14: Right of use Assets Leased buildings Accumulated depreciation Movement in carrying amount Leased buildings Opening net carrying amount Addition to Right of use Asset Depreciation expense Closing net carrying amount 29,446 (13,652) 15,794 12,883 7,495 (4,584) 15,794 28,077 (15,194) 12,883 13,350 4,379 (4,846) 12,883 The consolidated entity leases land and buildings for its offices, warehouses and retail outlets under agreements of between five to fifteen years with, in some cases, options to extend. The leases have various escalation clauses. On renewal, the terms of the leases are renegotiated. The consolidated entity also leases plant and equipment under agreements of between three to seven years. Note 15: Intangible assets Goodwill Less: impairment Goodwill on consolidation Less: impairment Product development costs less: amortisation 60 1,069 (114) 955 249 (87) 162 2 - 2 1,119 1,072 (62) 1,010 249 (62) 187 3 - 3 1,200 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 15: Intangible assets (continued) Movements in Carrying Amounts Consolidated Group: Balance at the beginning of year Additions Disposals Effects of exchange rate changes Impairment/amortisation expense Carrying amount at the end of year Goodwill on consolidation $000 Goodwill $000 Deferred expenditure $000 187 - - - (25) 162 1,010 - - (1) (54) 955 3 - - (1) - 2 Total $000 1,200 (2) (79) 1,119 Consolidated Group CURRENT LIABILITIES Note 16: Trade and other payables - unsecured Trade creditors Sundry creditors and accrued expenses (1) (1) Included in sundry creditors are advertising levies collected of $867,262 (2021:$437,452) and held by Waterco Ltd in its capacity as the franchisor of the Swimart network. These amounts are held in a separate bank account at year end (see Note 8). Note 17: Borrowings Bank loans - secured (refer Note 20) Bank trade bills (refer Note 20) Right of use lease liability Lease liability 2022 $000 8,469 5,742 14,211 2,111 2,117 3,942 102 8,272 2021 $000 5,833 5,654 11,487 104 - 4,797 153 5,054 61 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 18: Taxes a) Liabilities Current Income Tax Non Current Deferred tax liability comprises: Tax allowances relating to property, plant & equipment Revaluation adjustments taken direct to equity Other Parent entity DTA netted off against DTL Consolidated DTL b) Assets Current Income Tax Deferred tax assets comprises: Provisions Attributable to tax losses Tax allowances relating to property, plant & equipment Other Parent entity DTA netted off against DTL Consolidated DTA c) Reconciliations i. Gross Movements The overall movement in the deferred tax account is as follows: Opening balance Credit/(Charge) to statement of comprehensive income Credit/(Charge) to equity Closing Balance ii. Deferred Tax Liability The movement in deferred tax liability for each temporary difference during the year is as follows: Tax allowances relating to property, plant & equipment Opening balance Transfer to deferred tax asset Credit/(Charge) to statement of comprehensive income Closing balance 62 Consolidated Group 2022 $000 2021 $000 2,547 1,677 7,457 462 9,596 (4,773) 4,823 982 2,081 7,457 (418) 9,120 (4,773) 4,347 - - 2,396 4,086 (226) 359 6,615 (4,773) 1,842 (2,984) 4 - (2,980) 1,301 - 376 1,677 2,134 3,895 (248) 356 6,137 (4,773) 1,364 (5,415) (255) 2,686 (2,984) 1,406 - (105) 1,301 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 18: Taxes (continued) c) Reconciliations (continued) ii. Deferred Tax Liability (continued) Property revaluation adjustments taken direct to equity Opening balance Net revaluations during current period taken direct to equity Closing balance Other Opening balance Credit/(charge) to statement of comprehensive income Closing balance iii. Deferred Tax Assets The movement in deferred tax asset for each temporary difference during the year is as follows: Provisions Opening balance Credit/(Charge) to statement of comprehensive income Closing balance Capital tax losses Opening balance Credit/(Charge) to statement of comprehensive income Closing balance Tax allowances relating to Property plant & equipment Opening balance Transfer from deferred tax liability Credit/(Charge) to statement of comprehensive income Closing balance Other Opening balance Credit/(charge) to statement of comprehensive income Closing balance d) Deferred tax assets not brought to account the benefits of which can only be realised in if the conditions for deductibility set out in note 1e) occur - tax losses - Operating losses Consolidated Group 2022 $000 2021 $000 8,237 - 8,237 (418) 100 (318) 2,134 262 2,396 3,895 191 4,086 (248) 22 (226) 356 3 359 2,220 2,220 7,176 1,061 8,237 (2,090) 1,672 (418) 981 1,153 2,134 - 3,895 3,895 (239) (9) (248) 338 18 356 2,544 2,544 63 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 19: Short-term provisions Employee Benefits (see note 1h) Opening Balance Additional provisions Amounts used Closing Balance Consolidated Group 2022 $000 3,868 2,440 (2,344) 3,964 2021 $000 1,956 2,847 (935) 3,868 Amounts not expected to be settled within the next 12 months The current provision for employee benefits includes all unconditional entitlements (including bonuses 1,619,519 FY21 1,783,335) where employees have completed the required period of service and also those where employees are entitled to pro-rata payments in certain circumstances. The entire amount is presented as current, since the consolidated entity does not have an unconditional right to defer settlement. NON-CURRENT LIABILITIES Note 20: Borrowings Bank loans - secured (1) Right of use lease liability Lease liability 642 11,949 23 12,614 782 8,108 132 9,022 (1) Bank facilities of the group are secured by a first ranking general security interest over all the assets and undertakings of the parent entity (including a first registered mortgage over the Rydalmere Property), and corporate guarantees from the parent entity to the banks of an overseas subsidiary. That part of the facilities which are payable or subject to an annual review within 12 months, are classified as current. Bank Facilities of $8.9m relating to the parent entity mature on 30 November 2024. As at 30 June 2022, the parent entity has drawn a 90 day trade advance of $2m (part of bank loans-secured shown as current borrowings in note 17) with an interest rate payable of 2.9%. Bank Facilities of RM51.5m ($A16.967m) relate to a subsidiary and are due to mature between May 2024 and January 2029. As at 30 June 2022 an amount of AUD2.793m has been drawn and shown in Note 17 Current Borrowings :Bank loans secured $A.074m and Bank trade bills $A2.117m and in Note 20 as Non Current borrowings Bank loans secured $0.602m. These loans bear an interest of 3.29%-6.27% and are repayable by monthly instalments. Note 21: Long-term provisions Employee Benefits (see note 1h) Opening balance Additional provisions Amounts used Closing balance a) Aggregate employee entitlement liability b) Number of employees at year end 64 212 1 - 213 4,177 735 210 2 - 212 4,080 723 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 22: Issued capital Ordinary shares are classified as equity. 35,715,248 ordinary shares fully paid at beginning of the year (2021: 35,855,221) On 31 July 2021, 27,363 shares were purchased at $2.90 and cancelled under Waterco Ltd Share-buyback Scheme On 30 September 2021, 9,052 shares were purchased at $3.14 and cancelled under Waterco Ltd Share-buyback Scheme On 31 October 2021, 26,596 shares were purchased at $3.15 and cancelled under Waterco Ltd Share-buyback Scheme On 30 November 2021, 19,905 shares were purchased at $3.28 and cancelled under Waterco Ltd Share-buyback Scheme On 31 December 2021, 10,310 shares were purchased at $3.30 and cancelled under Waterco Ltd Share-buyback Scheme On 28 February 2022, 4,862 shares were purchased at $3.30 and cancelled under Waterco Ltd Share-buyback Scheme On 31 March 2022, 21,328 shares were purchased at $3.31 and cancelled under Waterco Ltd Share-buyback Scheme On 30April 2022, 91,022 shares were purchased at $3.56 and cancelled under Waterco Ltd Share-buyback Scheme On 31 May 2022, 4,460 shares were purchased at $3.60 and cancelled under Waterco Ltd Share-buyback Scheme On 30 June 2022, 7,204 shares were purchased at $3.60 and cancelled under Waterco Ltd Share-buyback Scheme On 31 July 2020, 19,702 shares were purchased at $2.57 and cancelled under Waterco Ltd Share-buyback Scheme On 31 August 2020, 724 shares were purchased at $2.60 and cancelled under Waterco Ltd Share-buyback Scheme On 30 September 2020, 38,197 shares were purchased at $2.75 and cancelled under Waterco Ltd Share-buyback Scheme On 31 December 2020, 923 shares were purchased at $2.80 and cancelled under Waterco Ltd Share-buyback Scheme On 31 January 2021, 3,541 shares were purchased at $2.80 and cancelled under Waterco Ltd Share-buyback Scheme On 31 March 2021, 39,271 shares were purchased at $2.86 and cancelled under Waterco Ltd Share-buyback Scheme On 31 May 2021, 37,615 shares were purchased at $2.90 and cancelled under Waterco Ltd Share-buyback Scheme 35,493,146 ordinary shares fully paid at the end of the year (2021: 35,715,248) Consolidated Group 2022 $000 2021 $000 35,590 35,982 (79) (28) (84) (65) (34) (16) (71) (324) (16) (26) - - - - - - - - - - - - - (51) (2) (105) (3) (10) (112) (109) 34,847 35,590 65 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 22: Issued capital (continued) Ordinary shares Ordinary shares are classified as equity Incremental costs directly attributable to the issue of new shares or options are shown in equity as a deduction, net of tax, from the proceeds. Ordinary shares entitle the holder to participate in dividends and the proceeds on the winding up of the company in proportion to the number of and amounts paid on the shares held. The fully paid ordinary shares have no par value and the company does not have a limited amount of authorised capital. On a show of hands, every member present at a meeting in person or by proxy shall have one vote and, upon a poll, each share shall have one vote. Share buy-back On 28 May 2020, the company announced a fifth share buyback of $3,000,000 worth of shares (approximately 1,363,636 shares) commencing on 1 June 2020 and ending on 31 May 2021 (or earlier if the $3,000,000 is purchased before then). During the previous year, the company purchased and cancelled 139,973 (2020: 27,745) shares costing $391,272 (2020: $64,742). This Share buyback expired on 31 May 2021. On 1 June 2021, the company announced a sixth share buyback of $3,000,000 worth of shares (approximately 1,034,483 shares) commencing on 16 June 2021 and ending on 15 June 2022 (or earlier if the $3,000,000 is purchased before then). During the current year, the company purchased and cancelled 222,102 shares.(2021: nil) shares costing $ 743,559 (2021: nil) This Share buyback expired on 15 June 2022. On 30 June 2022, the company announced a seventh share buyback of $3,000,000 worth of shares (approximately 833,333 shares) commencing on 1 July 2022 and ending on 30 June 2023 (or earlier if the $3,000,000 is purchased before then). During the current year, the company purchased and cancelled nil shares. (2021: nil) shares costing $nil (2021: nil) Capital Management Management controls the capital of the group in order to maintain a good debt to equity ratio, provide the shareholders with adequate returns and ensure that the group can fund its operations and continue as a going concern. The group’s debt and capital includes ordinary share capital and financial liabilities supported by financial assets. There are no externally imposed capital requirements. Management effectively manages the group’s capital by assessing the group’s financial risks and adjusting its capital structure in response to changes in these risks and in the market. These responses include the management of debt levels, distributions to shareholders and share issues. There have been no changes in the strategy adopted by management to control the capital of the group since the prior year. This strategy is to ensure that the group’s gearing ratio remains between 30% and 70%. The gearing ratios for the year ended 30 June 2022 and 30 June 2021 are as follows: Total borrowings Less cash and cash equivalents Net debt Total equity Total capital Gearing ratio 66 Consolidated Group 2022 $000 20,886 (11,946) 8,940 111,010 119,950 7% 2021 $000 14,076 (11,694) 2,382 100,448 102,830 2% Notes To The Financial Statements For The Year Ended 30 June 2022 Note 23: Reserves a) Capital profits The capital profits reserve relates to non taxable profits on sale of property. Note No. 2022 $000 2021 $000 Consolidated Group 211 211 b) Foreign currency translation (6,004) (7,537) The foreign currency translation reserve records exchange differences on translation of foreign controlled subsidiaries and the exchange gains and losses on hedges of the net investment in foreign operations. c) Asset revaluation reserve Balance at the beginning of the year Property revaluation increment (net of tax and reinstatement) Effect of foreign exchange changes on translation Balance at the end of the year The asset revaluation reserve records the revaluation of land and buildings to fair value d) Share Options Reserve Balance at the beginning of the year Share option increment Balance at the end of the year The share options reserve records the cost of the share option plan Note 24: Retained earnings Opening retained earnings Net profit attributable to the members of the parent entity Dividends paid Closing retained earnings 30 25,768 20,153 402 274 26,444 6,268 (653) 25,768 - 13 13 - - - 20,664 18,442 45,842 11,641 (2,491) 54,992 35,233 12,755 (2,146) 45,842 67 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note No. Note 25: Non-controlling interest Issued capital Retained profits Non-controlling interest equity holding in subsidiaries: Ezera Systems Pty Ltd PT Waterco Indonesia Medipool Pte Ltd Note 26: Lease commitments Finance leases Lease expenditure contracted and provided for: not later than one year later than one year but not later than five years Total minimum lease commitments Less: future finance charges Lease liability Current portion Non-current portion 17 20 Consolidated Group 2022 $000 176 331 507 40% 49% 40% 39 89 128 (3) 125 102 23 125 2021 $000 176 398 574 40% 49% 40% 161 134 295 (10) 285 153 132 457 Finance leases of 3 or 4 years are taken out on motor vehicles, forklifts and IT equipment with an option to purchase the asset at the end of the lease term at a residual of 30% to 45% depending on the asset. Note 27: Contingent Liabilities Estimate of the maximum amount of contingent liabilities that may become payable Corporate guarantees provided by the parent company to overseas banks to secure loans for a subsidiary Note 28: Related Parties Transactions with director related parties i) Sales made to Asiapools (M) Sdn Bhd. Mr S S Goh, a shareholder has significant influence over Asiapools (M) Sdn Bhd. (ii) Payments made to Mint Holdings Pty Ltd for rental of warehouses, offices and a retail shop Mr S S Goh is a director and shareholder of Mint Holdings Pty Ltd (iii) Payments received from Mint Holdings Pty Ltd for rental of office space 5,125 5,125 4,902 4,902 360 227 685 680 23 22 Terms and conditions All transactions were made on normal commercial terms and conditions and at market rates. 68 Segment assets Where an asset is used across multiple segments, the asset is allocated to the segment that receives the majority of the economic value from the asset. In the majority of instances, segment assets are clearly identifiable on the basis of their nature and physical location. Segment liabilities Liabilities are allocated to segments where is a direct nexus between the incurrence of the liability and the operations of the segment. Unallocated items The following items of revenue, expenses, assets and liabilities are not allocated to operating segments as they are not considered part of the core operations of any segment: – other revenues Notes To The Financial Statements For The Year Ended 30 June 2022 Note 29: Operating Segments Segment Information Identification of reportable segments The group has identified its operating segments based on the internal reports that are reviewed and used by the Board of Directors (chief operating decision makers) in assessing performance and determining the allocation of resources. The group is managed primarily on the basis of location since the group’s operations have similar risk profiles and performance criteria. Operating segments are therefore determined on the same basis. The group operates predominantly in one industry being the manufacture and wholesale of swimming pool chemicals, accessories and equipment, manufacture and sale of solar pool heating systems and as a franchisor of swimming pool outlets retailing swimming pool accessories and equipment. Basis of accounting for the purposes of reporting by operating segments Accounting Policies Adopted Unless stated otherwise, all amounts reported to the Board of Directors as the chief decision maker with respect to operating segments are determined in accordance with accounting policies that are consistent to those adopted in the annual financial statements of the Group. Inter-segment transactions An internally determined transfer price is set for all inter-entity sales. The price is reviewed annually (unless special circumstances arise) and is based on what would be realised in the event the sale was made to an external party at arm’s length under the same terms and conditions. All such transactions are eliminated on consolidation for the Group’s financial statements. receivable are reporting Corporate charges are allocated to segments based on the services provided to those reporting segments. Inter-segment loans payable and recognised at the initially consideration received net of transaction costs. If inter-segment loans receivable and payable are not on commercial terms, these are not adjusted to fair value based on market interest rates. 69 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 29: Operating Segments (continued) Geographical Segments AUSTRALIA & NEW ZEALAND $000 86,542 1,320 87,862 ASIA $000 12,397 41,318 53,715 2022 NORTH AMERICA & EUROPE $000 CONSOLIDATED GROUP $000 24,346 870 25,216 123,285 43,508 166,793 4,856 (43,508) 128,141 REVENUE Sales to customers outside the consolidated group Intersegment sales Total segment revenue Reconciliation of segment revenue to group revenue Other revenue Intersegment elimination Total group revenue Segment Net Profit Before Tax 10,993 5,110 3,619 19,722 19,722 (4,856) 14,866 126,427 64,420 5,798 196,645 882 44,896 1,887 31,645 89 9,936 (38,992) 157,653 2,858 86,477 (39,834) 46,643 Reconciliation of segment result to group net profit before tax Unallocated items - other Net profit before tax SEGMENT ASSETS Segment asset increases for the period Reconciliation of segment assets to group assets Intersegment eliminations Total group assets CAPITAL EXPENDITURE SEGMENT LIABILITIES Reconciliation of segment liabilities to group liabilities Intersegment eliminations Total group liabilities 70 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 29: Operating Segments (continued) Geographical Segments AUSTRALIA & NEW ZEALAND $000 76,081 1,009 77,090 ASIA $000 11,870 33,398 45,268 2021 NORTH AMERICA & EUROPE $000 CONSOLIDATED GROUP $000 25,394 589 25,983 113,345 34,996 148,341 5,037 (34,996) 118,382 REVENUE Sales to customers outside the consolidated group Intersegment sales Total segment revenue Reconciliation of segment revenue to group revenue Other revenue Intersegment elimination Total group revenue Segment Net Profit Before Tax 7,998 1,810 4,290 14,098 Reconciliation of segment result to group net profit before tax Unallocated items - other Net profit before tax SEGMENT ASSETS Segment asset increases for the period Reconciliation of segment assets to group assets Intersegment eliminations Total group assets 14,098 (5,037) 9,061 107,812 52,169 18,112 178,093 (42,673) 135,420 CAPITAL EXPENDITURE 1,106 1,630 122 2,858 SEGMENT LIABILITIES Reconciliation of segment liabilities to group liabilities Intersegment eliminations Total group liabilities 30,101 24,040 24,249 78,390 (43,418) 34,972 71 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 30: Dividends Paid or Proposed Dividends are recognised when declared during the financial year and no longer at the discretion of the company. Final fully franked ordinary dividend of 4c per share (2021:3c) franked at the tax rate of 30% paid Interim fully franked ordinary dividend of 3c per share (2021:3c) franked at the tax rate of 30% paid Proposed final fully franked ordinary dividend of 5c per share (2021: 4c) franked at the tax rate of 30% Balance of franking account at year end adjusted for franking credits arising from payment of income tax payable, payment of proposed dividends and franking credits not available for distribution Note 31: Earnings Per Share Basic earnings per share Basic earnings per share is calculated by dividing the profit (after tax) attributable to members of Waterco Ltd by the weighted average number of ordinary shares outstanding during the financial year adjusted for any share issues and share buybacks that have taken place during the year. Diluted earnings per share Diluted earnings per share adjusts the figures used in the calculation of the basic earnings per share after income tax effect of interest and other financing costs associated with the dilutive potential ordinary shares and the weighted average number of shares assumed to have been issued for no consideration in relation to dilutive potential ordinary shares. Net Profit Net Profit/(loss) attributable to outside equity interest Earnings used in the calculation of basic EPS Consolidated Group 2022 $000 2021 $000 1,426 1,065 2,491 1,775 1,074 1,072 2,146 1,429 6,820 5,653 11,574 (67) 11,641 12,696 (59) 12,755 a) Weighted average number of ordinary shares outstanding during the year used in calculation of basic EPS 35,627 35,822 b) Weighted average number of ordinary shares outstanding during the year used in calculation of diluted EPS 35,627 35,822 72 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 32: Employee Benefits Share Option Plan This plan was approved by the Board on 24 June 2021 Its objective is to encourage employees to acquire ordinary shares in the company in order to promote the long term success of the company. On 23 August 2021, the company issued the following options to three senior executives at an exercise price of $3.15 per share (being the Volume Weighted Average Price (VWAP) of Waterco Shares for the 5 days preceding date of issue) under this plan. Senior Executive Mr Gerard Doumit Mr Marchal De Pasuale CEO Waterco USA Mr Tony Fisher Position CFO CEO Waterco Nth America and Waterco Europe No of Options 100,000 100,000 150,000 Tranche 1 33,000 33,000 50,000 Tranche 2 33,000 33,000 50,000 Tranche 3 34,000 34,000 50,000 The Options will vest in 3 tranches in accordance with the Exercise Periods set out below provided the Vesting Condition (EBIT) for each year has been met and the executives remain employed by the Waterco Group at the beginning of the Exercise Period. Tranche 1 2 3 Exercise Period 23/8/22-23/8/31 23/8/23-23/8//31 23/8/24-23/8/31 Vesting Condition 30 June 2022 30 June 2023 30 June 2024 EBIT $10,338,853 $11,278,748 $12,218,644 All 3 executives have met the Vesting Condition for Tranche 1 as the EBIT for the financial year ending 30 June 2022 has exceed $10,338,853. Each executive may now exercise the options for Tranche 1 anytime from now until 23 August 2031. Nil options were exercised during the period. Note 33: Events Subsequent to Reporting Date COVID-19 The consequences of the Coronavirus (COVID-19) pandemic are continuing to be felt around the world, and its impact on the Group, if any, has been reflected in the results to date. Whilst control measures and related government policies, including the roll out of the vaccine and boosters, have started to mitigate the risks caused by COVID-19, it is not possible at this time to state that the pandemic will not subsequently impact the Group's operations going forward. The Group now has experience in the swift implementation of business continuation processes should future lockdowns of the population occur, and these processes continue to evolve to minimise any operational disruption. Management continues to monitor the situation both locally and internationally. There were no other reportable events subsequent to balance date. Note 34: Financial Risk Management The Audit Committee (AC) has been delegated responsibility by the Board of Directors for, amongst other issues, monitoring and managing financial risk exposures of the Group. The AC monitors the Group’s financial risk management policies and exposures and approves financial transactions within the scope of its authority. It also reviews the effectiveness of internal controls relating to commodity price risk, counterparty credit risk, currency risk, financing risk and interest rate risk. The AC meets on a bi-monthly basis and minutes of the AC are reviewed by the Board. The AC’s overall risk management strategy seeks to assist the consolidated group in meeting its financial targets, while minimising potential adverse effects on financial performance. Its functions include the review of the use of hedging derivative instruments, credit risk policies and future cash flow requirements. The main risks the group is exposed to through its financial instruments are interest rate risk, credit risk, foreign currency risk, liquidity risk and price risk. 73 WATERCO LIMITED | ANNUAL REPORT 2022 information that forward-looking is available. As disclosed in note 9, due to the Coronavirus (COVID-19) pandemic, the calculation of expected credit losses has been revised as at 30 June 2022 and rates have increased in each category up to 6 months overdue. Management receivable balances on a closely monitors monthly basis and is in regular contact with its customers to mitigate risk. The parent entity is exposed to fluctuations in foreign currencies arising from the sale and purchase of goods in currencies other than the group’s measurement currency. The parent entity has forward contracts in place at balance date relating to highly probable forecast transactions. These contracts commit the group to buy and sell specified amounts of foreign currencies in the future at specified exchange rates. Contracts are taken out with terms that reflect the underlying settlement terms of the commitment to the maximum extent possible so that hedge ineffectiveness is minimised. Notes To The Financial Statements For The Year Ended 30 June 2022 Note 34: Financial Risk Management (continued) (a) Interest Rate Risk The consolidated group’s exposure to interest rate risk, which is the risk that a financial instrument’s value will fluctuate as a result of changes in market interest rates and the effective weighted average interest rates on classes of financial assets and liabilities. (b) Credit Risk The maximum exposure to credit risk, excluding the value of any collateral or other security, at balance date to recognised financial assets is the carrying amount, net of any provisions for doubtful debts, as disclosed in the statement of financial position and notes to the financial statements. Credit risk is managed through maintenance of procedures in relation to approval, granting and renewal of credit limits, regular monitoring of exposures against such limits and the monitoring of the financial stability of significant customers. Such monitoring is used in assessing receivables for impairment. Depending on the subsidiary, credit terms are generally 30 days from invoice month. Credit risk for derivative financial instruments arises from the potential failure by counterparties to the contract to meet their obligations. The credit to forward exchange contracts and interest rate swaps is the net fair value of these contracts as disclosed in (c). risk exposure The Group has no single concentration of credit risk with any single debtor or group of debtors. However, on a geographical basis, the group has significant credit exposure to Australia, New Zealand and USA given the substantial operations in those regions. Trade and other receivables that are neither past due or impaired are considered to be of high credit quality. Aggregates of such amounts are as detailed in Note 9. The consolidated entity has adopted a lifetime expected loss allowance in estimating expected credit losses to trade receivables through the use of a provisions matrix using fixed rates of credit loss provisioning. These provisions are considered representative across all customers of the consolidated entity based on recent sales experience, historical collection rates and 74 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 34: Financial Risk Management (continued) (c) Foreign Currency Risk (continued) The following table summarises the notional amounts of the Group (and parent entity) commitments in relation to forward exchange contracts. Notional Amounts 2022 $000 2021 $000 Average Exchange Rate 2021 2022 $000 $000 Consolidated Group (and Parent Entity) Buy USD/Sell AUD - Less than 6 months 3,000 2,501 0.7544 0.7996 d) Liquidity Risk The group manages liquidity risk by monitoring forecast cash flows and ensuring that adequate unutilised borrowing facilities are maintained. Financial liability and financial asset maturity analysis Consolidated Group Within 1 Year 1 to 5 Years 2022 $000 2021 $000 2022 $000 2021 $000 Over 5 years 2022 $000 2021 $000 Total 2022 $000 2021 $000 Financial Assets Cash Receivables Total anticipated inflows Financial Liabilities Bank overdraft Bank loans Trade and other payable Right of use lease liability Lease liability Total contractual outflows Less bank overdrafts Total expected 11,946 17,201 11,694 13,719 29,147 25,413 - 4,228 14,211 3,942 102 22,483 - - 104 11,487 4,797 153 16,541 - - - - - 642 - 11,949 23 12,614 - - - - - 782 - 8,108 132 9,022 - outflows 22,483 16,541 12,614 9,022 Net (outflow)/ inflow on financial instruments 6,664 8,872 (12,614) (9,022) - - - - - - - - - - - - - - - - - - - - - - - - 11,946 17,201 11,694 13,719 29,147 25,413 - 4,870 14,211 15,891 125 - 886 11,487 12,905 285 35,097 - 25,563 - 35,097 25,563 (5,950) (150) e) Price Risk Price risk relates to the risk that the fair value or future cashflows of a financial instrument will fluctuate because of changes in market prices largely due to demand and supply factors for commodities; 75 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 34: Financial Risk Management (continued) Net Fair Values The net fair value of bank overdrafts, bank loans and lease liabilities is determined by discounting the cash flows, at market interest rates of similar borrowings, to their present value. Their net fair value is adjusted for any costs involved in settling the instrument. Financial Assets Cash at bank and in hand Receivables Financial Liabilities Bank overdraft Bank loans Lease liabilities Right of use lease liability 2022 2021 Carrying Amount $000 Net Fair Value $000 Carrying Amount $000 Net Fair Value $000 11,946 17,201 29,147 - 4,870 125 15,891 20,886 11,946 17,201 29,147 - 4,919 131 15,891 20,941 11,694 13,719 25,413 - 886 285 12,905 14,076 11,694 13,719 25,413 - 895 299 12,905 14,099 For financial assets and other liabilities, the net fair value approximates their carrying value. Financial assets where the carrying amount exceeds the net fair values have not been written down as the consolidated group intends to hold these assets to maturity. Sensitivity Analysis The following table illustrates sensitivities to the Group’s exposures to changes in interest rates and exchange rates. The table indicates the impact on how profit and equity values reported at balance date would have been affected by changes in the relevant risk variable that management considers to be reasonably possible. The sensitivity assumes the movement in a particular variable is independent to other variables. Consolidated Group Profit $000 Equity $000 +/-60 +/-1,569 +/-60 +/-1,569 +/-92 +/-1,179 +/-92 +/-1,179 Year ended 30 June 2022 +/- 2% in interest rates +/- 5% in $A/$US Year ended 30 June 2021 +/- 2% in interest rates +/- 5% in $A/$US 76 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 35: Cash Flow Information Reconciliation of cash flows from operations with profit after income tax. Profit after income tax Non-cash flows in profit Depreciation Rental income Impairment and amortisation (Profit)/loss on sale of non current assets Changes in Assets and Liabilities: Trade debtors Provision for doubtful debts Other debtors Inventories Prepayments Deferred tax assets Expenditure carried forward Trade creditors Other creditors Provision for employee benefits Provision for tax Provision for deferred tax Share options reserve Cashflow – Non Operating Activities: Dividends Received Cash Flows provided by operations Consolidated Group 2022 $000 2021 $000 11,574 12,696 7,340 (3,006) 79 (69) (3,489) 116 (109) (13,972) (55) (479) - 2,635 609 97 1,565 476 13 (1) 3,324 7,432 (3,434) 75 73 (4,020) (52) (202) (427) (202) (5,057) 10 (3,868) 259 1,839 173 (61) - (1) 5,233 b) Non Cash Financial and investment activities 1) Property, Plant and Equipment During the year, the consolidated group acquired plant and equipment with an aggregate fair value of $nil (2021:$64,351) by means of finance leases. These acquisitions are not reflected in the statement of cash flows. c) Financing Facilities The following lines of credit were available at balance date: Fully Drawn Advance Facilities Master lease facilities Amount utilised Amount unutilised 24,117 1,750 25,867 (6,883) 32,750 23,647 1,750 25,397 (10,459) 35,856 The Fully Drawn Advance Facilities of the parent entity are due to expire on 30 November 2024). The parent entity expects to renew these facilities on expiry date. (refer to note 20) The Fully Drawn Advance Facilities of the controlled entity are due to expire on 31 May 2024 and 30 June 2031. The controlled entity expects to renew these facilities on expiry date. (refer to note 20) 77 WATERCO LIMITED | ANNUAL REPORT 2022 Valuation Techniques The Group selects a valuation technique that is appropriate in the circumstances and for which sufficient data is available to measure fair value. The availability of sufficient and relevant data primarily depends on the specific characteristics of the asset or liability being measured. The evaluation techniques selected by the Group are consistent with one or more of the following valuation approaches: – Market approach: valuation techniques that use prices and other relevant information generated by market transactions for identical or similar assets or liabilities. – Income approach: valuation that convert estimated future cash flows or income and expenses into a single discounted present value. techniques – Cost approach: valuation techniques that reflect the current replacement cost of an asset at its current service capacity. Each valuation technique requires inputs that reflect the assumptions that buyers and sellers would use when pricing the asset or liability, including assumptions about risks. A change in those inputs might result in a significantly higher or lower fair value measurement. When selecting a valuation technique, the Group gives priority to those techniques that maximise the use of observable inputs and minimise the use of unobservable inputs. Inputs that are developed using market data (such as publicly available information on actual transactions) and reflect the assumptions that buyers and sellers would generally use when pricing the asset or liability are considered observable, whereas inputs for which market data is not available and therefore are developed using the best information available about such assumptions are considered unobservable. Notes To The Financial Statements For The Year Ended 30 June 2022 Note 36: Fair Value Measurements The Group measures and recognises the following assets and liabilities at fair value on a recurring basis after initial recognition: - derivative financial instruments; - freehold land and buildings; The Group subsequently measures some items of freehold land and buildings at fair value on a non- recurring basis. The Group does not subsequently measure any liabilities at fair value on a non-recurring basis. a. Fair Value Hierarchy AASB 13: Fair Value Measurement requires the disclosure of fair value information by level of the fair value hierarchy, which categorises fair value measurements into one of three possible levels based on the lowest level that an input that is significant to the measurement. They can be categorised as follows: Level 1 Level 2 Level 3 Measurements based on unobservable inputs for the asset or liability. Measurements based on quoted prices (unadjusted) in active markets for identical assets or liabilities that the entity can access at the measurement date Measurements based on inputs other than quoted prices included in Level 1 that are observable for the asset or liability, either directly or indirectly The fair values of assets and liabilities that are not traded in an active market are determined using one or more valuation techniques. These valuation techniques maximise, to the extent possible, the use of observable market data. If all significant inputs required to measure fair value are observable, the asset or liability is included in Level 2. If one or more significant inputs are not based on observable market data, the asset or liability is included in Level 3. 78 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 36: Fair Value Measurements (continued) The following tables provide the fair values of the Group’s assets and liabilities measured and recognised on a recurring basis after initial recognition and their categorisation within the fair value hierarchy: Note No 13 13 Note No 13 13 Recurring fair value measurements Non-financial assets Freehold land Freehold buildings Total non-financial assets recognised at fair value on a recurring basis Total non-financial assets recognised at fair value Recurring fair value measurements Non-financial assets Freehold land Freehold buildings Total non-financial assets recognised at fair value on a recurring basis Total non-financial assets recognised at fair value Level 1 $000 30 June 2022 Level 2 $000 Level 3 $000 Total $000 - - - - - - - - 19,486 31,739 19,486 31,739 51,225 51,225 51,225 51,225 Level 1 $000 30 June 2021 Level 2 $000 Level 3 $000 Total $000 - - - - - - - - 19,138 31,715 19,138 31,715 50,853 50,853 50,853 50,853 b. Valuation Techniques and Inputs Used to Measure Level 3 Fair Values Description Fair Value at 30 June 2022 $000 Non-financial assets Freehold land(i) 19,486 Freehold buildings(i) 31,739 51,225 Valuation Technique(s) Inputs Used Market approach using recent observable market data for similar properties; income approach using discounted cash flow methodology Market approach using recent observable market data for similar properties; income approach using discounted cash flow methodology Price per hectare; market borrowing rate Price per square metre; market borrowing rate (i) The fair value of freehold land and buildings is determined at least every three years based on valuations from independent valuers. At the end of each intervening period, the directors review the independent valuation and, when appropriate, update the fair value measurement to reflect current market conditions using a range of valuation techniques, including recent observable market data and/or discounted cash flow methodologies. (ii) There were no changes during the period in the valuation techniques used by the Group to determine Level 3 fair values. 79 WATERCO LIMITED | ANNUAL REPORT 2022 Notes To The Financial Statements For The Year Ended 30 June 2022 Note 36: Fair Value Measurements (continued) c. Disclosed Fair Value Measurements The following assets and liabilities are not measured at fair value in the statement of financial position, but their fair values are disclosed in the notes: – lease liability; – bank debt; The following table provides the level of the fair value hierarchy within which the disclosed fair value measurements are categorised in their entirety and a description of the valuation technique(s) and inputs used: Description Note Fair Value Hierarchy Level Valuation Technique(s) Inputs Used Liabilities Lease liability Bank debt 34 34 2 2 Income approach using discounted cash flow methodology Current commercial borrowing rates for similar instruments Income approach using discounted cash flow methodology Current commercial borrowing rates for similar instruments There has been no change in the valuation technique(s) used to calculate the fair values disclosed in the notes to the financial statements. Note 37: Company Details The registered office and principal place of business of the company is: Waterco Limited 36 South Street Rydalmere NSW 2116 80 Directors' Declaration In accordance with a resolution of the directors of Waterco Limited, the directors of the company declare that: 1. the financial statements and notes, as set out on pages 38 to 80 are in accordance with the Corporations Act 2001 and: a. comply with Australian Accounting Standards, which, as stated in accounting policy Note 1 to the financial statements, constitutes compliance with International Financial Reporting Standards (IFRS); b. give a true and fair view of the financial position as at 30 June 2022 and of the performance for the year ended on that date of the consolidated group; and c. that the opinion has been formed on the basis of a sound system of risk management and internal control adopted by the Board, and that this system is operating efficiently; 2. in the directors’ opinion there are reasonable grounds to believe that the company will be able to pay its debts as and when they become due and payable; and 3. the directors have been given the declarations required by s295A of the Corporations Act 2001 from the Chief Executive Officer and Chief Financial Officer. Soon Sinn Goh Chief Executive Officer Dated at Sydney this 9 September 2022 81 WATERCO LIMITED | ANNUAL REPORT 2022 Independent Auditor's Report to the members of Waterco Ltd 82 Independent Auditor's Report to the members of Waterco Ltd 83 WATERCO LIMITED | ANNUAL REPORT 2022 Independent Auditor's Report to the members of Waterco Ltd 84 Shareholder Information For The Year Ended 30 June 2022 (a) Distribution of Shareholders as at 6 September 2022 1 1,001 5,001 10,001 100,001 Range - - - - - 1,000 5,000 10,000 100,000 and over Total Holders 256 161 55 65 25 562 Options - - - - - (b) Marketable Parcel 28 shareholders hold less than a marketable parcel.. (c) Substantial Shareholders The following information is extracted from the company’s register as at 6 September 2022 Name S S Goh Group Redbrook Nominees Pty Ltd Acres Holdings Pty Ltd (d) Voting Rights Number of shares 21,721,853 3,114,529 2,964,883 For all shares, voting rights are one vote per member on a show of hands and one vote per share on a poll (e) Twenty Largest Shareholders The twenty largest shareholders hold 92.55% of the total shares issued. Name Number of shares Mr Soon Sinn Goh 1 Redbrook Nominees Pty Ltd 2 Acres Holdings Pty Ltd 3 4 Goh Lai Huat & Sons Sdn Bhd 5 Mr Soon Leong Goh 6 Mr Swee Kheong Goon 7 Mrs Christine Goh 8 Mr Shane Goh 9 Mrs Janet Swee Nyet Goh 10 Mr Chu Shien Chang 11 GWK Corporation Pty Ltd 12 Deuteronomy Pty Ltd (Dennis Hambleton SF A/C) 13 14 15 Mr Tiow Lip Lee 16 Ms May-Yin Goh 17 Mr Bryan Weng Keong Goh 18 Mr Khoon Ping Kuok 19 20 DWS Nominees Pty Ltd Brazil Enterprises Pty Ltd Leitch Pty Ltd (Leitch Super Fund A/C) Protango Pty Ltd (BFHunt SF A/C) TOTAL (f) Stock Exchange Listing 19,221,853 3,112,943 2,578,322 2,500,000 681,384 562,717 500,000 470,346 447,112 340,281 334,387 300,000 295,173 290,000 245,386 225,267 205,734 173,000 170,223 95,130 32,749,258 % 54.32 8.80 7.29 7.06 1.93 1.59 1.41 1.33 1.26 0.96 0.94 0.85 0.83 0.82 0.69 0.64 0.58 0.49 0.48 0.27 92.55 The shares of Waterco Limited are listed on the Australian Stock Exchange under the trade symbol WAT. 85 WATERCO LIMITED | ANNUAL REPORT 2022 Corporate Directory Directors Soon Sinn Goh Bryan Goh Ben Hunt (Richard) Cheng Fah Ling Judy Raper Secretaries Gerard Doumit Sin Wei Yong Registered office and principal place of business 36 South Street, Rydalmere NSW 2116 Tel: + 61 2 9898 8600 Fax: + 61 2 9898 1877 Website: www.waterco.com.au E-mail: companysecretary@waterco.com Share Registry Computershare Investor Services Pty Limited GPO Box 2975, Melbourne VIC 3001 Tel: 1300 850 505 Offices – Australia NSW 36 South Street, Rydalmere NSW 2116 Tel: + 61 2 9898 8600 QLD 77 Nealdon Drive, Meadowbrook QLD 4131 Postal Address: PO Box 606 Springwood QLD 4127 Tel: + 61 7 3299 9999 VIC Unit 1, 6 Samantha Court, Knoxfield Vic 3180 Tel: + 61 3 9764 1211 WA 2 Stretton Place, Balcatta WA 6021 Tel: + 61 8 9273 1900 SA 580 Torrens Road, Woodville North SA 5012 Tel: + 61 8 8244 6000 Autopool Division QLD 77 Nealdon Drive, Meadowbrook QLD 4131 Tel: +617 3277 4958 WA Unit 4, 115 Belmont Ave, Belmont WA 6104 Tel: +618 9362 4022 86 Auditors RSM Australia Partners Level 13, 60 Castlereagh St, Sydney, NSW 2000 Banker Commonwealth Bank of Australia Level 9, Darling Park Tower 1 201 Sussex Street, Sydney NSW 2000 Solicitors Marque Lawyers Pty Ltd Level 4, 343 George St, Sydney NSW 2000 Offices – International China No.132 Buling Road, Yonghe District, GETDD Guangzhou 511356, PR China Tel: + 86 20 3222 2180 Indonesia Inkopal Plaza Kelapa Gading Blok B No. 31-32 Jl. Raya Boulevard Barat Jakarta 14240, Indonesia Tel: + 62 21 45851481 Malaysia Lot 832, Jalan Kusta Kawasan Perindustrian SB Jaya 47000 Sungai Buloh, Selangor Darul Ehsan Tel: + 60 3 6145 6000 New Zealand 7 Industry Road, Penrose 1061 Auckland, New Zealand Tel: + 64 9 525 7570 Singapore 24 Peck Seah Street #05-02/04 Nehsons Building Singapore 079314 Tel: + 65 6344 2378 United Kingdom Radfield, London Road, Teynham Sittingbourne Kent, ME9 9PS, UK Tel: + 44 1795 521733 United States Of America (and Canada Office) 1812 Tobacco Rd Augusta, GA 30906, USA Tel: + 1 706 793 7291 6185-118 boul. Taschereau, suite 389 Brossard, QC J4Z 0E4 CANADA Tel: + 1 450 748-1421 Vietnam 207A Nguyen Van Thu Street, Da Kao Ward, District 1 Ho Chi Minh City, Vietnam WATERCO LIMITED ABN 62 002 070 733 Registered Office 36 South Street, Rydalmere NSW 2116 T: +61 2 9898 8600 W: www.waterco.com.au E: companysecretary@waterco.com F: +61 2 9898 1877

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